coppercapped
Established Member
You're a factor of 10 out there for a start.
Fair enough!
But it still means that the price increase alone would have bought enough oil to run all the trains for 15 years.
The whole thing was a response to JamesRowden's question in post no. 47
How many years worth of diesel could you buy?
to my point about the cost increase in the GW's electrification. It was clearly intended to an 'order of magnitude' calculation and should be treated as such.
But the point is valid - the cost increase has been beyond all imagination. And I do not really accept Philip Phlopp's argument that if we knew then what we know now it would have been better planned and the Government interfered causing cost increases. It's always too easy to blame outside influences "The fault, dear Brutus, is not in our stars, But in ourselves,..." I accept that interference will have caused some increases, but a billion pounds worth?
On the same patch Reading station and its approaches were rebuilt on schedule, in fact quicker than the very original schedule that was published, and at a price which was very close to the original estimate allowing for some additional works. The area was re-signalled, embankments widened, new drains dug, a 2km long viaduct built, a new station structure erected, a maintenance depot and yard built and electrification masts put up with very little effect on the train services. It was managed by Bechtel on behalf of Network Rail and run by a project manager, Bill Henry, who ate 6 inch nails for breakfast.
In my judgement, based on published information, such a project management organisation was not set up for the electrification works. In fact it was even more complex, east of Maidenhead the works belong to Crossrail, west of Reading to Network Rail and as far as I can see it's a mish-mash between Reading and Maidenhead. I attended a talk in Swindon last year on the GW modernisation programme presented by a Network Rail manager who had the word 'Change' somewhere in his job title. He was, frankly, less than impressive. He confused 'objectives' with 'constraints', showed some PowerPoint slides showing all the things going on and essentially said that it was all very difficult. Much of Network Rail's difficulty is clearly home grown. If it had identified a project manager - a real live breathing person - for route modernisation at the start and not just assembled a nebulous collection of 'stakeholders', I very much doubt whether it would be in such a state at the moment. Electrification would then have been a work package in the whole programme.
BR learnt from the initial London - Manchester - Liverpool project which was very similar to today's GW work - the track and structures were being rebuilt at the same time as re-signalling and electrification work was going on. In later electrifications, Weaver Junction to Glasgow and the East Coast, much (but not all) of the preparatory work had been done before the wires went up and these works were done comparatively quickly.
Network Rail can now do its day to day maintenance well (although there is always room for improvement - there always is!) - it has relearnt the basic skills. The tragedy is that, at least as seen from the outside, it didn't know it couldn't do complex interdisciplinary construction projects. Except at Reading where it engaged specialist project managers. The exception tests the rule...!
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