I am still curious to know whether the problems with the GWML scheme has artificially inflated the cost of future OLE schemes, and that the engineering and management lessons have been learned in order to make future schemes more affordable. In fact, I'm a bit concerned that these boys and girls don't yet appear to have been deployed to any other scheme yet. If we leave it much longer we could be facing a repeat of having to find the start-up costs all over again.
The problems were by no means confined to the GWML project. They occurred on almost every electrification project. Edinburgh-Glasgow was certainly more expensive than GWML on a normalised basis, as were many other jobs. The issue is that GWML was the first to go wrong, so took the flak first.
But yes, the lessons have been captured, and applied. Number 1 (on my list) is don’t issue an estimate or schedule until you are reasonably sure about it. Number 2 is don’t commit to projects where an ‘expert’ outside your organisation has decided how much it will cost. Number 3 is once you have a plan, don’t be pressured to change it.
Well with a laundry list of failings on that scheme, I have to question whether those teams are particularly useful moving forwards.
I’m afraid this is a misunderstanding regarding how electrification programmes are structured. I have posted on this before. Broadly, each electrification is formed of several projects:
Civils - altering bridges, planting concrete foundations, reprofiling cuttings and embankments
Property - station alterations, e.g. altering canopies and other buildings for the OLE
Signalling - any type of work but most often moving signals, changes to train detection
Telecoms & control - the SCADA system
Track - track lowering, and layout alterations to simplify the wiring
Power - grid connections
Electrification - masts, small part steel, wiring, switching, bonding.
Of these, all but the last are typically contracted to, and managed by, the teams and people that usually do that sort of work, and are doing it all the time. This usually accounts for well over half the programme costs.
It is only the electrification itself that needs specialist resource. Much is brought in from abroad - I’ve mentioned before that much of the recent Scottish electrification was built by Italians, who have long since returned home and working on projects there. However I’m sure they would be able to come back if required. Many of the people who have built some of the recent stuff are now maintaining it, and that has to be the way forward.
The most difficult part is co-ordinating and contracting all the different disciplines, and in particular how to get the design right up front within that. That is a skill of programme management, and not specific to electrification. It comes in handy for building new railways, which is of course where many of these people are now.