Level Crossing Removals Projects (LXRP)

Key Transport & Strategy members were involved in the development and delivery of the Caulfield to Dandenong (CTD) Project, the largest and most complex of the Level Crossing Removal Authority (LXRA) portfolio. This transformational project has involved many firsts for Melbourne, including:

  • developing the first rail-over solution in modern times;
  • the first project to be delivered under the new ONRSR major projects guideline;
  • the first project to be delivered under the Systems Engineering and Systems Assurance Framework;
  • the first brownfields whole-of-corridor upgrade (75kms) for signalling, power and overhead electrification; and
  • the first project to introduce modular 4MW substations and modular signalling Relocatable Equipment Buildings (REBs)

Our nominated team was part of mobilising a project delivery team of 850 staff and over 1,000 field personnel across 5 site offices. The project was divided up into 5 separate project areas, in order to cover the entire 75km work front (in effect creating a program of 5 projects).

Our Transport & Strategy team members held a variety of senior positions on the project and were responsible for the following on behalf of the LXRA and the CTD alliance, as follows:

  • Leading the MTM portion of project development, business case, procurement and award phases for Level Crossing Removal Authority (LXRA) for the CTD alliance.
  • Leading roles in the bid and delivery phase, holding roles such as the MTM bid lead, commercial lead, interface and integration AMT representative, Alliance commercial manager, sub-alliance ALT and Disruption and Planning AMT representative.
  • The Interface & Integration Manager role included managing the planning, occupations, access, interface, project controls, risk, systems engineering and systems assurance teams.
  • As the MTM Lead role on the Alliance, this involved responsibility for 120 MTM staff integrated within the alliance, including leading all ARTO-related activities, such as: management of change (MOC), accreditation, occupation and planning management, design review with associated waivers, ARTO training, risk management and incorporation into MTM Corporate risk register, acceptance and handover, commercial amendments to assets / operations / infrastructure lease, operational readiness, integration, requirements management and system assurance to satisfy ARTO requirements for approvals, change control board and other steering committees, as well as interface with all external stakeholders and authorities such as ONRSR, LXRA packages, MMRA (Melbourne Metro packages), PTV, HCMT project, V/Line, VicRoads, VicTrack, councils and utility companies, etc.
  • The Commercial Manager role on the Alliance included: setting up framework, processes and team, cost control and forecasting, managing a team of 40 staff, as well as procurement and contract management of 650+ subcontracts on behalf of the alliance JV.
  • The sub-alliance ALT role involved setting goals, strategising, monitoring and guiding the progress of the most complex part of the CTD project delivery and the straddle carrier system used to build the inner area sky rail section.
  • The Disruption & Planning manager role involved managing a complex program to deliver multi-disciplinary works concurrently across 5 separate work fronts, many activities sharing resources and plant etc., as the scale of works in each area were significant and resources constrained. The role also included disruptions and occupations planning, to ensure impacts on train operations and the public is minimized but also to ensure program delivery for the 5 areas (often with several critical path activities within each area).

The CTD project is one of the largest, most complex brownfields rail project, involving project management and procurement of rail systems work at a large scale in Victoria in modern times.