Commercial, Interface & Integration, Programming & Occupations Planning

2018 Rail Infrastructure Alliance $1+BN

A multidisciplinary rail project, one of three major packages on the Melbourne Metro Tunnel Project. RIA’s scope is to deliver the tunnel portals for the tunnel, as well as all the modifications required on track, civil, overhead electrification, conventional signalling and CSR between Pakenham and Sunbury – a 100 km long work front.

The project has significant interfaces with the other 2 Metro tunnel packages (Tunnel & Stations PPP and Rail Systems Alliance), and as such, it has been identified and important emphasis has been put on the integration part of the projects, in order to deliver the outcome of a seamless, fully functioning end-to-end Melbourne Metro Tunnel operation.

Transport & Strategy’s client during this engagement was Metro Gateway – a John Holland / CPB / Aecom consortium. Key Transport & Strategy team members supported the consortium through a dual TOC bid, in which Metro Gateway was successful and are now in delivery.

Key Transport and Strategy team members fulfilled the roles of and provided services in the following:

  • The role of Integration Manager involved setting up the interface framework for RIA to align with the RPV guidelines. As highlighted above, as the integration of the 3 metro packages were of such importance, this integration role on the RIA bid was therefore critical to the success of the bid. Interface tools such as Interface Control Documents (ICDs), Critical Interface Milestones (CIMs), System Breakdown Structure (SBS) and Interface specifications were developed with all relevant interface projects, such as the other Melbourne Metro packages (RSA and CYP), CTD, HCMT. Interface framework also included stakeholder management plans with State entities and operators. The role also entailed close collaboration with the Systems Engineering and Systems Assurance team, to develop a fully integrated delivery solution and framework, to achieve best project outcomes in a project where successful integration across the wider Melbourne Metro Program is so critical.
  • Managing the planning and occupations teams involved actively driving a consolidated effort to developing robust staging, constructability and occupations plans, in order to inform our major occupations program, interface with other projects and how this related to the Critical Interface Milestones. A key challenge was to integrate the sheer magnitude of works in a brownfields environment to be both operationally and financially viable, at the same time being cognizant of other major occupation across the network (LXRP, RPV, WDA, etc.), meeting the Critical Interface milestones for design and delivery with other Metro Tunnel packages, as well as planning around the very real constraints that come with massive occupations work like this (everything from resource planning, traffic management planning of spoil truck movements, available bussing across all network projects and contractor capacity). Our work resulted in well-balanced major occupations plan, across west and east sides of the network and optimised resource levelling to minimize draw on constrained rail resources whilst still enabling civil resources on both work fronts to progress.
  • Developing staging / constructability / occupation regime in conjunction with delivery managers was an important part of articulating a well-coordinated bid. This included conducting a bottom – up, as well a top – down approach to construction methodology, design (final and temp works), quantities, productivity rates, resource planning and occupation impact. The approach was presented to RPV as well as corporate sponsors through a bronze, silver, gold reviews.
  • Bid writing and developing management plans, to complete the bid deliverables and artifacts required. Transport & Strategy members authored key management plans and presented sections of the bid returnable to corporate sponsors through a bronze, silver, gold reviews.
  • Support cost reviews with AMT, ALT and corporate representatives, for key areas such as staffing plan, occupations, ARTO related activities and rail systems work such as overhead electrification / signalling / track / CSR. This included being part of cost challenge reviews prior to bid submission.
  • Support development of org charts, staffing plans and resource smoothing, with the AGM and AMT. This was then used as the base for cost and TOC development.
  • Alliance interface into operations, liaising with the ARTO team on items such as occupations, program, engineering and waiver impacts, staffing and ARTO minimum role activities (such as isolations, acceptance and maintenance crews).
  • Commercial review of the PAA and advice on the commercial framework also proved valuable, to enable an efficient delivery vehicle.

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