thevirtualpmo logothevirtualpmo logo
  • Our Philosophy
  • Our services
    • Integrated Programme Control (IPC)
    • Reporting
    • Benefits Management & Realisation
    • Business Change & Transformation
    • Organisational Development
    • Governance
    • Carbon Emissions | ESG
    • Stakeholder Management
  • Our Process
  • Meet Our Team
  • Insights
  • Contact

Project Lifecycle Value Proposition for TfL, Thames Tideway & HS2

Scroll for more

Category: Case Study

Dec 04, 2020

Value Proposition for Thames Tideway & HS2

As part of several multi-million and multi-billion pound railway and infrastructure projects, here are our insights on how we created a value proposition strategy for our clients, Thames Water, HS2 Ltd and Highways England.

Appointed as the Head of Programme Management Controls, Subash Tavares was tasked with building a value proposition that would work across multiple large-scale projects.

Each project needed its own unique assurance process and, as such, each project has its own name for their own. For example, TfL call theirs their ‘Pathway’, while BAA have named theirs the Capital Projects Handbook and Network Rail have GRIP. To establish such value propositions and assurance processes, the approach had to be taken in seven stages.

 

Project Lifestyle

 

Stages one to three all involved processes to optimise value engineering and city planning, and these stages were as follows:

  • Stage zero: Inception
  • Stage one: Outcome Definition
  • Stage two: Option Selection
  • Stage three: Concept Design

These were all implemented prior to the contract being awarded, so were absolutely critical to the success and acceptance of the wider projects proposed.

After the four initial stages, the focus for the stages turned to delivery.

  • Stage four: Detailed Design
  • Stage five: Project Delivery
  • Stage six: Project Close

Of course, these stages were the longest of the process, with many other factors for consideration along the way.

To make this framework run as smoothly as possible, the following key considerations were made:

  • Establishing a Work Breakdown Structure (WBS)
  • Developing an initial and baseline schedule for each project
  • The regular review and update of cost estimates, aligned with the project schedule and concurrent gate process
  • Accurate recording of all assumptions included in the cost estimates, including the use of data analysis to drive decision making
  • Developing a robust risk estimate
  • Optimising the entirety of the project with value engineering and cost-effective measures in mind.

Team

Subash Tavares Nigel Greenhalgh

Meet the team

subash tavares ben c misselbrook charles l manuel nigel greenhalgh catharine symington innes muir hugo kimber

Our Services

  • Integrated Programme Control (IPC)
  • Reporting
  • Benefits Management & Realisation
  • Business Change & Transformation
  • Organisational Development
  • Governance
  • Carbon Emissions | ESG
  • Stakeholder Management

More from our team

  • Our Philosophy
  • Our Process
  • Meet Our Team
  • Insights
  • Contact
House of PMO logo P3M3 Axelos logo

© 2022 thevirtualpmo

Made by Blue Bee

  • Privacy Policy