East West Rail Project

CPMS undertook environmental services on behalf of Network Rail on the East West Rail Programme, covering both Phases 1 and 2. Phase 1 is the detailed design and construction stage, here our CPMS Environment Manager advised the client team on all aspects of environmental management both on site and in the office. Alongside this we oversaw the contractor’s environmental management resource and guiding of the direction of the project’s environmental management.

Our CPMS Environment Manager has played an important role within the Phase 2 client team; engaging design consultants and more importantly engaging environmental impact assessment consultants in support of the future consenting process. The CPMS Environment Manager also managed the technical aspects of the ecological surveys and reporting. This process was crucial in gathering early ecological information to support the future development of this significant infrastructure project. As Network Rail moved towards an alliance model delivery strategy for Phase 2 the CPMS Environment Manager supported this process throughout the developments of remits, specifications and presentations at supplier forums/workshops.

Shenfield to Southend Victoria Railway Re-Electrification Project

Context
Installing a new auto tensioned overhead line system and associated structures on the Shenfield to Southend Victoria line.

Project
To assist the client on a technically challenging and politically sensitive programme of works, including complexity of existing infrastructure, restricted
engineering access and interface with the operational railway.

Method
CPMS produced 9 potential delivery strategies, with a 9 day blockade agreed with the stakeholder and customer focus groups which reduced mid-week
night access and so reduced disruption to the public.

Services provided
Project management | Programme management |Design Management |Planning |Document control | Procurement | Construction management |Common Safety Method Risk Assessment

 

CLIENT – Network Rail
LOCATION – Anglia Route
START DATE – March 2015
END DATE – Ongoing
PROJECT BUDGET – £51m
GRIP STAGES – 3 to 8

 

“Your personal commitment to the project was one which showed dedication and a true consideration for putting our customers first. The work we undertook together to arrange the blockade on the Southend line was a fantastic example of collaboration and resulted in a limited amount of impact for customers. The challenges put to your team by Greater Anglia were assessed competently and the right outcome was delivered when changes were needed. The rework of the WPPs reduced the overall impact to customers and the network was open for traffic which enabled weekend journeys to take place. The renewals undertaken really proved their worth during the recent hot weather Anglia experienced as there were no OHLE issues or disruption caused which we had experienced many time in the past.
I was also really pleased to see you and your eam meeting with customers before the blockade and helping the important communication plan which was required before the blockade. It was a pleasure working with you and the team through this work and I look forward to the next successful project we will see each other on again soon.” – Jay Thompson, Train Service Delivery Director, Greater Anglia 

Helping to maximise Network Rail’s enterprise asset management capability

CPMS – together with ARUP – are working to improve Network Rail’s ability to capture, store and unlock the potential of Enterprise Asset Management (EAM) for the railway.

Network Rail’s EAM system (digital asset register and maintenance work management system) underpins all maintenance activity. The current structure of the software is over 15 years old and doesn’t reflect the evolution of the business. To unlock the untapped potential of EAM we are working on two workstreams, Data Transformation and Advanced Operational Reporting.

Data Transformation
CPMS is working to make sure that source data is correct, complete and installing governance processes and procedures to ensure it remains the railways single source of truth. Correct and complete data will pave the way for Network Rail to utilise predict and prevent functionality for maintenance tasks and optimise asset performance.

Advanced operational reporting
We are working to implement a strategic set of KPIs for the client to understand, measure and monitor how EAM is being used. This process of converting data into management information will help to identify issues before they escalate, drive improvements and deliver efficiencies.

Lee Valley Rail Programme – Phase 2

Project
Meridian Water is a £6 billion project involving regeneration of brownfield land, the construction of c.10,000 new homes and the creation of 6.000 new jobs. Phase 1, building of new Meridian Water Rail Station, was achieved in 2019. Phase 2 involved upgrading of railway infrastructure to enable substantial increase in train frequency to the station.

Challenges
Delivering a new infrastructure design solution that balanced the needs of a substantial increase in rail services and operations through the station, timetable and budget constraints and the sometimes conflicting priorities of the various project stakeholders. Identifying a solution that aligned and complied with the structures of both RNEP (Rail Network Enhancement Pipeline) and GRIP ( Governance in Railway Investment Projects). Assisting Enfield Council in developing the application for funding via HIF (Housing Infrastructure Funds). Any solution put forward was to also address the triple header – and priorities – of timetabling, technical and commercial viability.

Method
CPMS Infrastructure established a Rail Steering Board, bringing together decision makers representing key operational, government and funding stakeholders. Worked collabora- tively to identify solutions that met all priorities. Drafted numerous Feasibility Studies identifying efficient engineering, infrastructure and value for money innovative solutions. Put forward the option of a new bi-directional passing loop at Ponders End: achieved RNEP Decision to Design, by satisfying all parties with the Network Rail GRIP 2 feasibility study, and successfully secured the next stage of Phase 2 working for Enfield Council.

Services provided
Project & Programme management | Design & Design Management |Planning |Document control | Procurement | Environmental & Consents | Stakeholder Management

CLIENT – Enfield Council
LOCATION – Meridian Water
START DATE – 2018
END DATE – 2024
PROJECT BUDGET – £54m
GRIP STAGES – 1 to 7

 

“The collaborative approach taken by the CPMS team has been a breath of fresh air – a dedicated and professional organisation with a clear focus on ensuring we operated as a single team in tackling the complexities of this project”  – Michael King, Rail Lead for the London Borough of Enfield Meridian Water

Wensum Curve Track Connection

Context
Heavy refurbishment of a critical set of S&C on the Wensum Curve adjacent to Crown Point Depot in Norwich.

Project
CPMS safely and successfully delivered the multi-discipline outline design, detailed design and on site works within a complex environment and restricted possession access.

Method
CPMS worked collaboratively with Abellio Greater Anglia Depot, Network Rail ASPRO and Network Rail Maintenance to delivery the scheme over 4 key weekends to minimise disruption to the Depot, whilst integrating its design with Abellio future schemes and its works with 3rd parties on site.

Services provided
Project Management | Design | Construction | Stakeholder Management

CLIENT – Abellio Greater Anglia
LOCATION – Anglia Route
START DATE – February 2018
END DATE – September 2018
PROJECT VALUE – £400K – £500K
GRIP STAGES – 4 to 8

 

“Wensum Curve was an excellent example of all parties working collaboratively to ensure the scheme was delivered safely and found the right balance of minimising disruption to the operational Depot but undertaking the works in an efficient manner” – Andrew Parker, Head of Programme and Project Management, CPMS Group 

 

Wessex Route

Context
CPMS supports Network Rail’s Wessex Route Capital Delivery team in the delivery of complex multi discipline CP5 and CP6 enhancement and renewals projects.

Project
A CPMS project management team are embedded within the Network Rail team and work collaboratively with a number of designers and Principal Contractors to deliver the full project lifecycle of the Client’s workbanks.

Method
CPMS review delivery strategies and offer alternatives to recover programmes or drive efficiencies into project delivery; to date enabling 5 key Wessex milestones to be achieved a total of 174 days ahead of schedule. CPMS
managed the full Common Safety Method Risk Assessment process, gaining required approvals at Wessex Safety Review Panel to allow significant commissioning stages to be undertaken.

Services provided
Stakeholder Management | Project management | Portfolio Management | Construction Management | Common Safety Method Risk Assessment

 

CLIENT – Network Rail
LOCATION – Wessex Route
START DATE – August 2018
END DATE – Ongoing
PROJECT BUDGET – Renewals £190m / Enhancements £234m

 

“The project team has consistently presented to SRP to a high standard, built confidence, and been really well versed on the detail, this feedback doesnt only relate to a one-off, this is the culmination of a consistently high standard over the last 12 months or more.” – Wessex Sponsor Team, Network Rail 

Great Eastern Overhead Line Equipment Renewal – Post Contract Management Services

This £260m project replaced 320km of life expired, fixed tension  wire runs with a modern, auto-tensioned, overhead line system on  the key commuter line between London Liverpool Street and  Chelmsford.

CPMS were responsible for delivering the full suite of pre and post  contract management services on this project from GRIP 4-7. The  project was procured via a ‘hub and spoke’ delivery strategy with  CPMS acting as the ‘hub’.

CPMS initiated a hub and spoke procurement strategy, acting as the  hub on behalf of the client, providing programme, project and com-  mercial management and discharging the Client’s Principal Contractor Licence. CPMS delivered significant improvements in design and  construction management and efficiencies of over £14m for the  client.

CPMS provided procurement strategy, advice, development, and  implementation as well as cost estimating and pricing for the project.  Alongside Procurement of key civil engineering and overhead line  suppliers, in accordance with the Utilities Contracts Regulations  2016.

 

Pioneering 4D planning on Gospel Oak to Barking civil engineering

CPMS was the first company within the rail industry to use 4D (3D + time) building information modelling (BIM) on a large scale to animate plans in real time and identify work package clashes.

Introducing the fourth dimension of time enabled the various contractors, consultants and clients to all get involved in planning and see the impact of their actions on each other.

What made this 4D model pioneering was its scale. Previous models created within the rail industry concentrated on a small section of track (typically a couple of hundred meters) and included around 2,000 lines of information from a Gantt chart – detailing tasks and events against time. Our model incorporated over 10,000 lines of information across a 14-mile-long worksite. By adjusting one element of information we could instantly see the future implications across the whole route and proactively resolve any issues that might arise. The cost involved in closing the Gospel Oak to Barking route on a typical weekend was around £80,000. Making the ability to save time, and therefore substantial amounts of money, vital.

Great Eastern Railway Overhead Line Renewal

Context
Installing a modern-auto tensioned overhead line system between Liverpool Street and Chelmsford.

Project
To assist the client with multi-disciplinary project delivery solutions for a demanding programme of works due to the complexity of the existing infrastructure, interface with the operational railway and design and construction interface with Crossrail.

Method
CPMS initiated a hub and spoke procurement strategy, acting as the hub on behalf of the client, providing programme, project and commercial management and discharging the Client’s Principal Contractor Licence.
CPMS delivered significant improvements in design and construction management and efficiencies of over £14m for the client.

Services provided
Project management | Programme management |Project delivery | Design Management |Planning | Document control |Procurement

 

CLIENT – Network Rail
LOCATION – Anglia Route
START DATE – March 2013
END DATE – March 2019
PROJECT BUDGET – £260m
GRIP STAGES – 4 to 8

 

“I am writing on behalf of Greater Anglia to commend the progress made within the last 12 month on the complex works to replace the fixed tension OLE between Liverpool Street and Chelmsford – We have noted real progress since last summer – It seems that a much more sensible approach is now being taken in all areas – I wish you all every success in the completion of this project and the many future works in Anglia” – Joanna Gardiner, Engineering Access Manager, Greater Anglia 

Gospel Oak to Barking Electrification

Context
Installation of Overhead Line Electrification on the last orbital, urban route in London. The project enabled the roll out of a new fleet of four car electric trains and provided an alternative route for electric freight traffic focusing on reducing Carbon, increasing connectivity and improving capacity on existing inter-city routes.

Project
To provide the complete delivery team solution, from outline design through to project close out and hand-back, for a complex multi discipline programme of works.

Method
CPMS operated on behalf of the client in a hub and spoke delivery strategy to procure, manage and lead the integration of multiple designers, delivery contractors and third party works to deliver safe, effective and efficient outputs across the project.

Services provided
Project management | Programme management | Document control | Procurement | Sustainability | Commercial Management | Planning | Safety

 

CLIENT – Network Rail
LOCATION – Anglia Route
START DATE – 2014
END DATE – 2019
PROJECT BUDGET – £171m
GRIP STAGES – 3 to 8

 

“The Gospel Oak to Barking Electrification Project was one of Network Rail’s first formal pilot projects aiming to achieve net positive biodiversity meaning we created more habitat than what was lost during the works required for the newly electrified track. Our key habitat enhancement initiatives were located within the Walthamstow Wetlands (which is also a SSSI protected site) located directly adjacent to our work sites.
We achieved this success by working in close partnership with Sustainability Sciences Ltd and the London Wildlife Trust. Being a positive part of the community we work within, and seeing immediate and long term benefits for the community to enjoy, is a resounding legacy for us all to aspire towards when embarking on any delivery project” – Tim Galvani, Managing Director, CPMS Consulting