Experience of managing infrastructure megaprojects
Historical lessons of managing infrastructure megaprojects. The role of infrastructure megaprojects for the world. The history of metro construction and management. Funding and financial risk management. The results of SWOT analysis and recommendations.
Рубрика | Менеджмент и трудовые отношения |
Вид | дипломная работа |
Язык | английский |
Дата добавления | 18.07.2020 |
Размер файла | 5,3 M |
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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
LineMiami, Mumbai, Sydney |
CrossMinsk, Panama City, Rotterdam |
X-shapedAmsterdam, Brussels, Stockholm |
Two crossing pathsCairo, Lille, Toronto |
|
SecantAthens, Lisbon, Sao Paolo |
RadialBoston, Buenos Aires, Vancouver |
CircleGlasgow |
Circle-radialLondon, Moscow, Tokyo |
|
Complex gridBarcelona, New York, Shenzhen |
Extended loopSofia, 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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