S5O4: The customer-centred approach allows the government to focus on passengers-related risks and minimise them. Turning to the best practices from London and New York, a public transit system should put its stakeholders in the centre of its plans, strategies and performance.

S5O5: The Moscow Metro should be developed along with other parts of a transport system. It should have its vision and mission, but also be a part of a general strategy, as the London Underground and the New York City subway do.

Strengths + Threats

S1T4: Cultural heritage can be affected by unexpected events such as terrorist attacks; therefore, it requires a good maintenance and planned actions for recovery.

S2T1 + S2T2: An increasing competition from taxi, carsharing and delivery services can be maintained by offering a better transportation option and service. Metro is known as the most rapid city transit and it wins due to the absence of traffic jams and cost. Moreover, instead of competing with such services, the metro may offer them partnership relations and together create a transport ecosystem.

S2T3 + S2T4: In a modern uncertain world one of the best metro systems should be flexible enough and ready for quick changes. Good planning, analysis, risk and stakeholder management are basic for successful reactions on changes. These four issues should be fixed in official strategies and action plans and reviewed in short-, mid- and long-term perspectives.

S3T3 + S3T4: In addition of the previous point, a single control centre allows the top-management to make decisions more quickly and with less risk of disagreements.

S4T4: The well-designed navigation helps in unexpected situations such as terrorist attacks and may save many lives to people.

S5T3 + S5T4: In such uncertain circumstances the quick response decreases risks of negative consequences and keep passengers and other stakeholders safe and protected.

Weaknesses + Opportunities

W1O1: Old infrastructure and communications may be changed and improved with the help of new technologies. There is an opportunity to introduce new technical solutions for many spheres from construction to passenger service.

W1O3: As sustainability becomes the key trend, old infrastructure may be replaced by modern sustainable solutions that will be relevant in the nearest decades and that will reduce a negative impact on the environment.

W1O5: Old communications and infrastructure may be replaced at the same time with metro extension and integration with other transportation systems. The MaaS concept assumes that when renewing old systems, the government may spend less financial, human and natural resources by cooperating with other agents.

W2O3 + W2O4 + W2O5: As now the Moscow Metro does not have a complex value system, it has a great opportunity to choose a main framework for it. It can be sustainability, the customer-centered or the MaaS approaches, or a more complex framework consisted of a few approaches. It is important to work on all four components - mission, vision, goals and objectives - in order to create a value system.

W4O2 + W4O5: Receiving 90,8% of funds from fares, the Moscow Metro takes a high risk of depending on the passengers' demand. In order to decrease this risk, it is recommended to find new sources of funds. For example, the London Underground gets 21% of funds from grants, 9% from borrowings, working capital and cash reserves and only 47% from ticket fares. It saves the system from a high dependence on any of its financial resources.

W5O1 + W5O2: The absence of the most part of official documents on the website makes the Moscow Metro a non-transparent organization. Using new technologies, it is easy to improve the existing website and to add infographics or interactive statistics. It will be useful not only for stakeholders, but for the organization itself and other departments of the government of Moscow.

W5O3 + W5O4 + W5O5: Sustainability within an organisation means being transparent and provide all necessary information. Developing the Moscow Metro as a sustainable organisation, it is important to be honest with passengers and stakeholders, and the use of the customer-centred and the MaaS approaches may be valuable here.

W6O4: The problem of numerous conflicts with stakeholders can be solved by creating a communication plan and rules. It is important to remember that there are several levels of communications in large infrastructure projects, which were described in the first chapter. Therefore, it is necessary to create a clear structure of communication process on each of them and guide stakeholders on how they can leave their messages. To make the communication plan, the government may use the rising trend on putting customer in the centre of a decision-making process, and this will ease finding all channels needed.

W6O5: The MaaS approach means a full integration with other transportation systems. Thus, the Moscow Metro needs to be transparent for other organizations in order to build a better partnership.

W7O1 + W7O2: Without risk management plan, the Moscow Metro is weak in the era of uncertainty. In order to create it successfully, the government can use innovative technologies and data-driven forecasting methods.

Weaknesses + Threats

W1T1 + W1T2: In order to compete with other transportation systems and services, the Moscow Metro needs to change all old infrastructure and communications and create a plan on its recurring test and renewal.

W1T4: In support to the need of infrastructure renovation, old infrastructure may cause unpredictable accidents or it can be affected by external negative events.

W2T1 + W2T2: Not having a clear system of values, the Moscow Metro loses to its competitors. Clear vision and actions appeal to passengers and send a clear message to possible partners.

W4T1 + W4T2: Being a public organisation, the Moscow Metro has a different structure of funds with private companies. As today the trend of using taxi, carsharing and delivery rises, the metro can lose its customers and, at the same time, lose revenue. Therefore, it should find other sources of funds.

W5T1 + W5T2 + W6T1 + W6T2: In addition to the previous point, the metro loses to the competitors when it does not have a communication plan for stakeholders and when it does not provide all the information on its performance. Being transparent increases stakeholders' trust and loyalty.

W5T3 + W5T4 + W7T3 + W7T4: In uncertain times it is important to have a risks-response plan and to show stakeholders the stability and reliability.

3.8 Summary

In this chapter, the case of Moscow Metro has been studied. Generally, the management system turned out to be weaker than of the London Underground and the New York City subway. Its main weaknesses are the absence of stakeholders and risks management plans, weak presentation of values (no one clear set of mission, vision, goals and objectives), risky structure of financial sources, weak transparency and possible corruption. At the same time, the Moscow Metro has a great potential for development. It has high efficiency in terms of performance results, a long history that has left rich cultural heritage and an ability to make decisions quickly due to the organizational structure. Despite many weaknesses and threats, the Moscow Metro management system works and has an opportunity to improve impressively by following modern trends and lessons learned from best practices.



Conclusion

This research aimed at studying infrastructure megaproject management and development of recommendations for one real case. To achieve the goal set in the beginning, professional literature has been studied and, based on it, a theoretical framework has been created.

The theoretical framework is a set of lessons learned, collected by the key scientists in this professional area. What can be learned from the long history of megaprojects management is that they require accurate planning and risk management in such uncertain time, well-organised communications structure and stakeholder management. As the world is changing quickly, megaprojects are becoming more fragile and require a specific approach to their management.

After that, three cases have been studied in order to show the best practices of metro systems' management, to conduct a SWOT-analysis for one of them and to establish recommendations on future development. As a result of the case study, a few best practices have been found. They include a well-planned change of old infrastructure written in short-, mid- and long-term strategies; a complex set of values important for stakeholders and possible partners; a public-owned organisation, which means a single management centre - an opportunity for quick decision-making; several financial resources, which all together minimise financial risks; a stakeholder-oriented performance and planning; and plans not only for risks, but either for opportunities.

Finally, a set of recommendations has been established based on a SWOT-analysis of the Moscow Metro. It has shown weaknesses in transparency, financial, stakeholder and risk management, and opportunities in a long cultural history, high-evaluated performance and willingness for implementing new technologies and following modern trends.

This research was conducted with many limitations. First, only three cases have been studied, which cannot cover the whole sector of metro systems. Second, infrastructure megaprojects include not only transportation ones, but also underground communications, buildings and IT-systems. Third, having a limited access to official documents makes some assumptions questionable as the absence of information on risk management, for example, does not mean the absence of risk management in a real management system.

These limitations open a huge number of opportunities to expand and deepen the following research on infrastructure megaprojects management.



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60. 

Appendix

Appendix 1 Ridership evolution 2012 - 2017, million passengers

Source: World Metro Figures 2018 // UITP

URL: https://www.uitp.org/sites/default/files/cck-focus-papers-files/Statistics%20Brief%20-%20World%20metro%20figures%202018V4_WEB.pdf (accessed: 25.04.2020).



Appendix 2 Metro systems topologies

Line Miami, Mumbai, Sydney	Cross Minsk, Panama City, Rotterdam	X-shaped Amsterdam, Brussels, Stockholm	Two crossing paths Cairo, Lille, Toronto
Secant Athens, Lisbon, Sao Paolo	Radial Boston, Buenos Aires, Vancouver	Circle Glasgow	Circle-radial London, Moscow, Tokyo
Complex grid Barcelona, New York, Shenzhen	Extended loop Sofia, Naples

Source: Rapid transit // Wikipedia. The Free Encyclopedia

URL: https://en.wikipedia.org/wiki/Rapid_transit (accessed: 10.05.2020).



Appendix 3 Map of London Underground



Appendix 4 TfL's risk structure

Level 0 TfL Strategic Risks
№	Risk	Owner	Manager	Mayor's Transport Strategy / Corporate Strategy
SR1	Achieving safety outcomes	Managing Director - Surface Transport	Director of HSE	MTS: Healthy streets and healthy people
SR2	Talent attraction and retention	Chief People Officer	Head of Strategic Planning and Governance	CS: People
SR3	Governance and controls suitability	General Counsel	Director of Legal	MTS: All MTS outcomes
SR4	Major cyber security incident	MD Customer, Communications & Technology	Director of Strategy and CTO	MTS: A good public transport experience
SR5	Technological or market developments	MD Customer, Communications & Technology	Director of Innovation	MTS: All MTS outcomes
SR6	Loss of external stakeholder trust	MD Customer, Communications & Technology	Director of News and External Relations	MTS: All MTS outcomes
SR7	Financial sustainability	MD - Chief Financial Officer	Finance Director - MPD	CS: Finance
SR8	Inability to deliver predicted revenue growth	Director of Commercial Development	Divisional Finance Director (CD)	MTS: New homes and jobs
SR9	Inability to meet changing demand	Director of Strategy & Chief Technology Officer	Head of TfL Business Strategy	MTS: New homes and jobs
SR10	Catastrophic event	LU Managing Director	Director of Line Operations	MTS: Healthy streets and healthy people
SR11	Significant technology failure	MD Customer, Communications & Technology	Director of Strategy and CTO	MTS: A good public transport experience
SR12	Delivery of key investment programs	Director of Major Projects	Head of TfL PMO	MTS: All MTS outcomes
SR13	Operational reliability	LU Managing Director	Director of Asset Operations	MTS: A good public transport experience
SR14	TfL's environmental impact	Direcor of City Planning	Head of Transport Strategy and Planning	MTS: Healthy streets and healthy people
SR15	Resilience to climate change and extreme weather	Director of City Planning	Head of Transport Strategy and Planning	MTS: All MTS outcomes
SR16	Opening of the Elizabeth Line	Commissioner	Director, Elizabeth Line Operations	MTS: New homes and jobs
SR17	TfL Protective Security	Managing Director - Surface Transport	Director Compliance Policy & On-street	MTS: Healthy streets and healthy people
SR18	Transformation	Transformation Director	Head of TfL Change Delivery	CS: People

Level 1 London Underground Strategic Risks
№	Risk	Owner	Manager	Mayor's Transport Strategy / Corporate Strategy
LU-01	LU Industrial relations	LU Managing Director	Director of Line Operations	CS: People
LU-02	LU Staff attraction and retention	Chief Officer People	LU - Head of HR	CS: People
LU-03	LU Operational reliability	LU Managing Director	Director of Asset Operations	MTS: A good public transport experience
LU-04	LU Revenue forecasts	LU Divisional Finance Director	LU Senior Divisional Financial Controller	CS: Finance
LU-05	LU Cost savings	LU Divisional Finance Director	LU Senior Divisional Financial Controller	CS: Finance
LU-06	LU Major incident - internal	Director of Line Operations	Head of Network Delivery	MTS: A good public transport experience
LU-07	LU Major incident - external	Director of Line Operations	Head of Network Delivery	MTS: A good public transport experience
LU-08	Significant operational cyber security risk (threat) to core LU control system	LU Managing Director	Director of Strategy and CTO	MTS: A good public transport experience
LU-09	LU safety framework ineffective	Director of HSE	Head of HSE LU	MTS: Healthy streets and healthy people
LU-010	LU Data loss, misuse or breach of GDPR	Chief of Staff	Investment Planning & Efficiency Manager	CS: Finance
LU-011	Elizabeth Line revenue assumptions incorrect	LU Divisional Finance Director	Head of Finance (Elizabeth Line)	CS: Finance
LU-012	Inability to deliver R&E programs and projects	LU Director of Renewals and Enhancements	Head of PMU	All MTS themes: All MTS outcomes

Source: Audit and Assurance Committee. Thursday 26 September 2019 // Transport for London URL: http://content.tfl.gov.uk/aac-20190926-agenda-and-papers.pdf (accessed: 02.05.2020).



Appendix 5 Passenger journeys (millions), TfL

	2014/15	2015/16	2016/17	2017/18	2018/19
London Underground	1305	1349	1378	1357	1384
Buses	2385	2314	2262	2247	2220
TfL road network	88,3	87,8	88	88,7	88,9
DLR	110,2	117	122,3	119,6	121,8
London trams	30,7	27	29,5	29,1	28,7
London Overground	139,9	185,2	188,8	190,1	189,6
Emirates Air Line	1,5	1,5	1,5	1,4	1,3
TfL rail		40,1	47,8	45,3	55
London River Services	0,01	0,0103	0,0106	0,0101	0,0098



Appendix 6 The scorecard of TfL for measuring success



Source: Transport for London Budget 2019/20 // Transport for London URL: http://content.tfl.gov.uk/tfl-budget-2019-20.pdf (accessed: 28.04.2020).



Appendix 7 Map of New York subway



Appendix 8 NYCT future contracts

Design/Build	APR	A37342/A35309/A37129/A37310	ADA Accessibility, Platform Components and Station Renewal/6 Av/7 Av	NYCT	$10M - $50M
Design/Build	APR	A37121	ADA: Court Square / Crosstown (Elevator Phase)	NYCT	$5M - $10M
Construction	MAY	A37671	Sandy Mitigation: 138 St - Gr Concourse/JER (Vent Battery A)*	NYCT	$1M - $5M
Design/Build	JUN	A36164	ADA: 68 St-Hunter College / Lexington*	NYCT	OVER $50M
Design/Build	JUN	A37139	ADA: 95th St / 4AV	NYCT	$10M - $50M
Design/Build	JUN	C43762/C33891/C33941	Sandy Mitigation: Tiffany Central Warehouse*	NYCT	$10M-$50M
Design/Build	JUL	P36708	New Substation: Canal Street / 8th Avenue	NYCT	$10M - $50M
Construction	AUG	A37344	Station Painting at Comp Location: Pelham Bay Park/Pelham	NYCT	$1M - $5M
Construction	NOV	P36342/P36343/P36344/P36345/P36326	Sandy Mitigation, Substation Hardening - 27 locs, Tudor Substation Flood Protection, West Bdwy and Murray Substation Flood Protection*	NYCT	$10M-$50M
Construction	FEB	C34924	Sandy Mitigation: Steinway Portal(9 Stns Bk/Q Initiative)**	NYCT	$10M - $50M

Source: Forecast of Contracts to be Advertised and Proposals to be Solicited // MTA URL: http://web.mta.info/mta/capital/eotf-allagency_new.htm (accessed: 18.05.2020).



Appendix 9 The principles supporting the components of internal controls

Control Environment

1. Demonstrates commitment to integrity and ethical values

2. Exercises oversight responsibility

3. Establishes structure, authority and responsibility

4. Demonstrates commitment to competence

5. Enforces accountability

Risk Assessment

6. Specifies suitable objectives

7. Identifies and analyzes risk

8. Assesses fraud risk

9. Manages risk during change

Control Activities

10. Selects and develops control activities

11. Selects and develops general controls over technology

12. Deploys controls through policies and procedures

Information and Communication

13. Uses relevant information

14. Communicates internally

15. Communicates externally

Monitoring

16. Conducts ongoing and/or separate evaluations

17. Evaluates and communicates deficiencies

Source: Metropolitan transportation authority enterprise risk management and internal control guidelines // MTA URL: http://web.mta.info/mta/compliance/pdf/Enterprise_Risk_Management_Guidelines.pdf (accessed: 18.05.2020).



Appendix 10 Enterprise risk management principles

Governance & Culture

1. Exercises board risk oversight

2. Establishes operating structures

3. Defines desired culture

4. Demonstrates commitment to core value

5. Attracts, develops, and retains capable individuals

Strategy & Objective-Setting

6. Analyzes business context

7. Defines risk appetite

8. Evaluates alternative strategies

9. Formulates business objectives

Performance

10. Identifies risk

11. Assesses severity of risk

12. Prioritizes risks

13. Implements risk responses

14. Develops portfolio view

Review & Revision

15. Assesses substantial change

16. Reviews risk and performance

17. Pursues improvement in enterprise risk management

Information, Communication, & Reporting

18. Leverages information and technology

19. Communicates risk information

20. Reports on risk, culture, and performance

Source: Metropolitan transportation authority enterprise risk management and internal control guidelines // MTA URL: http://web.mta.info/mta/compliance/pdf/Enterprise_Risk_Management_Guidelines.pdf (accessed: 18.05.2020).



Appendix 11 Stakeholder assessment



Source: Mission Statement, Measurements and Performance Indicator Report Covering Fiscal Year 2018 // MTA URL: http://web.mta.info/mta/compliance/pdf/2018_annual/2018%20Mission_Statement.pdf (accessed: 13.05.2020).



Appendix 12 The map of Moscow Metro

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