RC113 JulyAugust 2024 - Magazine - Page 26
TRANSIT
The Réseau express métropolitain is a 67-kilometre light rail line serving the Montreal
region with 26 stations linking the downtown with the southeast and northwest.
People, information, time
It is impossible to plan for every eventuality, which is why projects
need to have some strong fundamentals in place. People, information, and time need to be at the heart of how processes and contracts
are structured, and how projects are managed day-to-day. By prioritizing these three themes it provides a checklist for the 昀椀tness of the
project to adapt to risk.
People are at the heart of everything, and the project needs to
be set up to empower people to make decisions on-site, have clear
accountability, and drive collaborative behaviour. Maintaining a
positive working environment and focus on what is best for the
project, helps to keep people focused on successful project delivery.
Projects produce warehouses worth of information, but much of
it is often in siloes or designed for box ticking as opposed to serving
a speci昀椀c purpose or adding value to the project. There should be a
clear shared view of where a project is doing well and where it faces
challenges to help keep everybody focused. The potential of digital
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Finally, a project is not deemed a success until a train is successfully up and running, carrying passengers. Transit projects are no
longer about steel and concrete, but about technology too, and that
adds a layer of complexity. The experience of Crossrail in the UK
was particularly telling, with 20 per cent of the project cost—the
technology and systems—accounting for 80 per cent of the issues.
Operators need to be brought in early and time carved out early for
critical pieces like testing and certi昀椀cations.
