The Chunnel Project - Revision history

Tkokotas at 14:07, 18 December 2018

2018-12-18T14:07:00Z

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			''Developed by Siri Lassen-Urdahl''


	The project, The Channel Tunnel, is one of the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">[http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf Leslie A. Veditz. (1993), “The Channel Tunnel – A Case Study”]</ref>		The project, The Channel Tunnel, is one of the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">[http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf Leslie A. Veditz. (1993), “The Channel Tunnel – A Case Study”]</ref>

Sirinthon at 17:36, 26 September 2016

2016-09-26T17:36:23Z

Sirinthon at 17:08, 26 September 2016

2016-09-26T17:08:49Z

← Older revision		Revision as of 17:08, 26 September 2016
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	The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.		The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.
	The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility. ~~<ref>http://www.ambysoft.com/unifiedprocess/aup11/html/inception.html</ref>~~		The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility.
	During the development phase starts the overall planning, feasibility studies, financing and the conceptual design. This phase is transforming the information to a machine-executable form. ~~<ref>http://www2.cdc.gov/cdcup/library/pmg/development/</ref>~~		During the development phase starts the overall planning, feasibility studies, financing and the conceptual design. This phase is transforming the information to a machine-executable form.
	The implementation phase refers to the final process of moving the solutions from development status to production accomplishment. This includes detailed designing, construction, installation, testing and commissioning. ~~<ref>http://www.lifecyclestep.com/open/450.0IMPLEMENTPHASE.htm</ref>~~		The implementation phase refers to the final process of moving the solutions from development status to production accomplishment. This includes detailed designing, construction, installation, testing and commissioning.
	The last phase, the closeout phase involves all of the actions and activities that have been accomplished through all project management processes up to the officially complete product. ~~<ref>http://portal.hud.gov/hudportal/documents/huddoc?id=close_phase.pdf</ref>~~		The last phase, the closeout phase involves all of the actions and activities that have been accomplished through all project management processes up to the officially complete product.

	The project took 8 years to complete, with a cost of nearly US$15 billion, and involved 700,000 shareholders, 220 international lending banks, the British and French governments, many construction companies, and numerous sub-suppliers involved. The Chunnel represents one of the largest privately funded projects ever undertaken. Although the Chunnel project was well completed, it was late and far over the budget. <ref name="Anbari"/>		The project took 8 years to complete, with a cost of nearly US$15 billion, and involved 700,000 shareholders, 220 international lending banks, the British and French governments, many construction companies, and numerous sub-suppliers involved. The Chunnel represents one of the largest privately funded projects ever undertaken. Although the Chunnel project was well completed, it was late and far over the budget. <ref name="Anbari"/>

Sirinthon at 17:04, 26 September 2016

2016-09-26T17:04:39Z

← Older revision		Revision as of 17:04, 26 September 2016
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	The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>		The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">[http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf Leslie A. Veditz. (1993), “The Channel Tunnel – A Case Study”]</ref>

	[[File:Chunnel.jpg\|thumb\|The Channel Tunnel]]		[[File:Chunnel.jpg\|thumb\|The Channel Tunnel]]

	During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.		During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">[http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf Anbari, F., Giammalvo, P., Jaffe, P., Letavec, C. & Merchant, R. (2005), The Chunnel Project, Project Management Institute]</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.

	= Context =		= Context =
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	== The Inception Phase ==		== The Inception Phase ==

	The overall project, including the Chunnel Project, Eurotunnel and Transmanche Link was covered by three construction segments, a Cost Plus Fix Fee (CPFF), lump sum, and Cost Plus Percentage of Cost (CPPC) contract. The construction contract based on lump sum payments (cost-plus fixed fee contract), included construction of the tunnel itself, including electrical and mechanical work completed (Mechanical Completion Level). The cost-plus fixed fee contract gave benefits to the Chunnel project. The contract only allowed payments of the costs that were established in this phase. The firm-fixed price contract made sure that the money that was selected for electrical, mechanical or construction did not exceed the chosen dollar amount. <ref name="Mr. Arnold"> https://www.linkedin.com/pulse/chunnel-project-case-analysis-mr-%CE%B9%CF%83%CE%B1%CE%AC%CE%BA-%CE%B4-arnold</ref>		The overall project, including the Chunnel Project, Eurotunnel and Transmanche Link was covered by three construction segments, a Cost Plus Fix Fee (CPFF), lump sum, and Cost Plus Percentage of Cost (CPPC) contract. The construction contract based on lump sum payments (cost-plus fixed fee contract), included construction of the tunnel itself, including electrical and mechanical work completed (Mechanical Completion Level). The cost-plus fixed fee contract gave benefits to the Chunnel project. The contract only allowed payments of the costs that were established in this phase. The firm-fixed price contract made sure that the money that was selected for electrical, mechanical or construction did not exceed the chosen dollar amount. <ref name="Mr. Arnold">[https://www.linkedin.com/pulse/chunnel-project-case-analysis-mr-%CE%B9%CF%83%CE%B1%CE%AC%CE%BA-%CE%B4-arnold Mr. Ισαάκ Δ Arnold. (2015), Harvard Business Review Case Analysis: Euro Chunnel Project]</ref>

	In addition purchasing work for acquiring major equipment and rolling stock were covered by a cost-plus-percentage-fee (reimbursable-cost-plus) contract. The problems with cash-flow were mainly due to the impacts from the large delays in the schedule. The fixed-price model settled in the contract should give a continuous funding throughout the project, but as the payment milestones were not reached according the schedule funding did not occur on time to cover for the costs. If the project had remained on schedule, the payment terms in the fixed-price model would have both covered for the costs when they occurred, and provide a good return on the investment, in accordance what was expected by the stakeholders. <ref name="Mr. Arnold"/>		In addition purchasing work for acquiring major equipment and rolling stock were covered by a cost-plus-percentage-fee (reimbursable-cost-plus) contract. The problems with cash-flow were mainly due to the impacts from the large delays in the schedule. The fixed-price model settled in the contract should give a continuous funding throughout the project, but as the payment milestones were not reached according the schedule funding did not occur on time to cover for the costs. If the project had remained on schedule, the payment terms in the fixed-price model would have both covered for the costs when they occurred, and provide a good return on the investment, in accordance what was expected by the stakeholders. <ref name="Mr. Arnold"/>

Sirinthon at 10:45, 23 September 2016

2016-09-23T10:45:35Z

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	The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>		The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>

	[[File:Chunnel.jpg\|thumb\|~~caption~~]]		[[File:Chunnel.jpg\|thumb\|The Channel Tunnel]]

	During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.		During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.
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	In addition purchasing work for acquiring major equipment and rolling stock were covered by a cost-plus-percentage-fee (reimbursable-cost-plus) contract. The problems with cash-flow were mainly due to the impacts from the large delays in the schedule. The fixed-price model settled in the contract should give a continuous funding throughout the project, but as the payment milestones were not reached according the schedule funding did not occur on time to cover for the costs. If the project had remained on schedule, the payment terms in the fixed-price model would have both covered for the costs when they occurred, and provide a good return on the investment, in accordance what was expected by the stakeholders. <ref name="Mr. Arnold"/>		In addition purchasing work for acquiring major equipment and rolling stock were covered by a cost-plus-percentage-fee (reimbursable-cost-plus) contract. The problems with cash-flow were mainly due to the impacts from the large delays in the schedule. The fixed-price model settled in the contract should give a continuous funding throughout the project, but as the payment milestones were not reached according the schedule funding did not occur on time to cover for the costs. If the project had remained on schedule, the payment terms in the fixed-price model would have both covered for the costs when they occurred, and provide a good return on the investment, in accordance what was expected by the stakeholders. <ref name="Mr. Arnold"/>

			[[File:Eurotunnel organisation.jpg\|thumb\|A block diagram describing the organisation structure used on the project]]
	== The Development phase ==		== The Development phase ==

Sirinthon at 10:40, 23 September 2016

2016-09-23T10:40:35Z

← Older revision		Revision as of 10:40, 23 September 2016
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	The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>		The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>

			[[File:Chunnel.jpg\|thumb\|caption]]

	During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.		During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref>Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.

Sirinthon at 10:21, 23 September 2016

2016-09-23T10:21:16Z

← Older revision		Revision as of 10:21, 23 September 2016
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	The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.		The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.
	The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility.		The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility. <ref>http://www.ambysoft.com/unifiedprocess/aup11/html/inception.html</ref>
	During the development phase starts the overall planning, feasibility studies, financing and the conceptual design. This phase is transforming the information to a machine-executable form.		During the development phase starts the overall planning, feasibility studies, financing and the conceptual design. This phase is transforming the information to a machine-executable form. <ref>http://www2.cdc.gov/cdcup/library/pmg/development/</ref>
	The implementation phase refers to the final process of moving the solutions from development status to production accomplishment. This includes detailed designing, construction, installation, testing and commissioning.		The implementation phase refers to the final process of moving the solutions from development status to production accomplishment. This includes detailed designing, construction, installation, testing and commissioning. <ref>http://www.lifecyclestep.com/open/450.0IMPLEMENTPHASE.htm</ref>
	The last phase, the closeout phase involves all of the actions and activities that have been accomplished through all project management processes up to the officially complete product.		The last phase, the closeout phase involves all of the actions and activities that have been accomplished through all project management processes up to the officially complete product. <ref>http://portal.hud.gov/hudportal/documents/huddoc?id=close_phase.pdf</ref>

	The project took 8 years to complete, with a cost of nearly US$15 billion, and involved 700,000 shareholders, 220 international lending banks, the British and French governments, many construction companies, and numerous sub-suppliers involved. The Chunnel represents one of the largest privately funded projects ever undertaken. Although the Chunnel project was well completed, it was late and far over the budget. <ref name="Anbari"/>		The project took 8 years to complete, with a cost of nearly US$15 billion, and involved 700,000 shareholders, 220 international lending banks, the British and French governments, many construction companies, and numerous sub-suppliers involved. The Chunnel represents one of the largest privately funded projects ever undertaken. Although the Chunnel project was well completed, it was late and far over the budget. <ref name="Anbari"/>
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	<references/>		<references/>
	~~http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf~~
	~~https://www.linkedin.com/pulse/chunnel-project-case-analysis-mr-%CE%B9%CF%83%CE%B1%CE%AC%CE%BA-%CE%B4-arnold~~
	~~http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf~~
	~~https://www.scribd.com/doc/22691646/The-Chunnel-Tunnel-Project~~
	~~http://www.ambysoft.com/unifiedprocess/aup11/html/inception.html~~
	~~http://www2.cdc.gov/cdcup/library/pmg/development/~~
	~~http://www.lifecyclestep.com/open/450.0IMPLEMENTPHASE.htm~~
	~~http://portal.hud.gov/hudportal/documents/huddoc?id=close_phase.pdf~~

Sirinthon at 07:57, 23 September 2016

2016-09-23T07:57:06Z

Show changes

Sirinthon at 07:28, 23 September 2016

2016-09-23T07:28:09Z

← Older revision		Revision as of 07:28, 23 September 2016
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	The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world.		The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf</ref>

	During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion (Anbari ~~et al~~.~~, 2005)~~. Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.		During the project phases, the project came across some unexpected problems, resulting in cost and schedule delays. The completed project had an overrun of US$9.9 billion. <ref name="Anbari">http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf</ref> Some of these problems will be further discussed later on. Overall, the whole construction project was generally accomplished successfully. In addition, The Chunnel can be viewed as modern-day engineering.

	= Context =		= Context =
	The purpose of The Chunnel project was to create a fixed transportation link between the two countries to improve European trade environment and provide an alternative high speed transportation method. This required a cooperation between the two national governments, bankers underwriting the funding for the project, numerous of contractors, and several regulatory agencies from both countries.		The purpose of The Chunnel project was to create a fixed transportation link between the two countries to improve European trade environment and provide an alternative high speed transportation method. This required a cooperation between the two national governments, bankers underwriting the funding for the project, numerous of contractors, and several regulatory agencies from both countries.
	In 1985, a request for proposals (RFP) from the British and French governments resulted in the project, The Chunnel being awarded to the winning bidder, Channel Tunnel Group/FranceManche (CTG/FM), which later became Eurotunnel. The group were established among construction companies and bankers from both countries, which was led by to co-chairmen; Lord Pennock on the British side and André Bénard on the French. Their winning bid price was established at US$5.5 billion, all privately funded (Anbari ~~et al., 2005).~~ The Eurotunnel required a proper client-contractor relationship to build the tunnel, in order to improve management and planning, a new management group was established, Transmanche Link (TML). TML is an Anglo-French joint venture between Translink in Britain, and GIE Transmanche Construction in France, these two groups in turn joint ventures of the construction companies originally brought together in CTG/FM.		In 1985, a request for proposals (RFP) from the British and French governments resulted in the project, The Chunnel being awarded to the winning bidder, Channel Tunnel Group/FranceManche (CTG/FM), which later became Eurotunnel. The group were established among construction companies and bankers from both countries, which was led by to co-chairmen; Lord Pennock on the British side and André Bénard on the French. Their winning bid price was established at US$5.5 billion, all privately funded. <ref name="Anbari"/>

			The Eurotunnel required a proper client-contractor relationship to build the tunnel, in order to improve management and planning, a new management group was established, Transmanche Link (TML). TML is an Anglo-French joint venture between Translink in Britain, and GIE Transmanche Construction in France, these two groups in turn joint ventures of the construction companies originally brought together in CTG/FM.

	The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout; The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility.		The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout; The inception phase includes defining at a high level what the system will do and estimate the cost and schedule. It defines the risks to the project and determine the overall project feasibility.
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	= References =		= References =

			<references/>
			http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf
	https://www.linkedin.com/pulse/chunnel-project-case-analysis-mr-%CE%B9%CF%83%CE%B1%CE%AC%CE%BA-%CE%B4-arnold		https://www.linkedin.com/pulse/chunnel-project-case-analysis-mr-%CE%B9%CF%83%CE%B1%CE%AC%CE%BA-%CE%B4-arnold
	~~http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf~~
	http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf		http://barron.rice.edu/Courses/610/610_15_Spring/Chunnel_class.pdf

	https://www.scribd.com/doc/22691646/The-Chunnel-Tunnel-Project		https://www.scribd.com/doc/22691646/The-Chunnel-Tunnel-Project
	http://www.ambysoft.com/unifiedprocess/aup11/html/inception.html		http://www.ambysoft.com/unifiedprocess/aup11/html/inception.html

Sirinthon: /* Annotated bibliography */

2016-09-21T08:35:59Z

Annotated bibliography

← Older revision		Revision as of 08:35, 21 September 2016
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	= Annotated bibliography =		= Annotated bibliography =

	Leslie A. Veditz, (1993). The Channel Tunnel - A Case Study		Leslie A. Veditz, (1993). The Channel Tunnel - A Case Study: This case study focuses on the history of the Channel Tunnel project. The article starts with the beginning of the Chunnel, with the earliest suggestion of a fixed link between the two nations in the early 1800s, until the beginning of the current project. The case also describes the ongoing political pressure in France and Britain, and the how the pressure had an impact on the project. The paper also includes the competition between the proposals for the fixed link, the selection of the winning bidder who would build and operate the project, the project financial planning and engineering design, as well as the challenges due to technology and finance.

	Mr. Ισαάκ Δ Arnold (2015). Harvard Business Review Case Analysis: Euro Chunnel Project		Mr. Ισαάκ Δ Arnold (2015). Harvard Business Review Case Analysis: Euro Chunnel Project: Euro Chunnel Project: This case study will present an analysis of the defined phases, this related to the use of project procurement procedures. These defined management areas are inception, development, implementation and close-out phases where the paper is presenting how the procurement procedures were implemented and applied. Furthermore, the possibilities for improvements

	Anbari, F., Giammalvo, P., Jaffe, P., Letavec, C. & Merchant, R. (2005). The Chunnel Project, Project Management Institute		Anbari, F., Giammalvo, P., Jaffe, P., Letavec, C. & Merchant, R. (2005). The Chunnel Project, Project Management Institute: This article is a case study which examine the Project Management Knowledge Areas (Project Management Institute’ 2004) within four project phases: inception, development, implementation, and closeout. In each of the phases describes and discusses the paper the activities, achievement and the challenges in performance within the processes of Initiating, Planning, Executing, Monitoring, Controlling, and Closing. The case study evaluates the process within the selected Project Management Knowledge Areas at the end of each phase. Then the results are shown and evaluated, resulting a valuation of the management of the project, which includes the project’s strengths, opportunities for improvements and lessons learned.

	= References =		= References =

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	The project, The Channel Tunnel, is the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">[http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf Leslie A. Veditz. (1993), “The Channel Tunnel – A Case Study”]</ref>		The project, The Channel Tunnel, is one of the largest privately financed engineering project in history. The tunnel is thirty-two miles in length and stretches beneath the English Channel from Cheriton, Kent in England to the town of Sangatte in the Nord Pas-de-Calais region of France. Each terminal of the tunnel is linked in both national highway and rail systems. The Chunnel consists of three tunnels: Two main rail tunnels; Northbound and Southbound, and the service tunnel which is smaller in diameter, and located between the two main units. The service tunnel allowing access for maintenance, evacuation in case emergency and supply for air. Compared to the 12 hours trip between London and Paris by rail and ferry, the tunnel takes 3 1/2 hours for rail passengers. This high-speed rail system is providing Europe with one of the finest transport network in the world. <ref name="Leslie A.">[http://www.dtic.mil/dtic/tr/fulltext/u2/a276860.pdf Leslie A. Veditz. (1993), “The Channel Tunnel – A Case Study”]</ref>

	[[File:Chunnel.jpg\|thumb\|The Channel Tunnel]]		[[File:Chunnel.jpg\|thumb\|The Channel Tunnel]]
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	= Context =		= Context =
	The purpose of The Chunnel project was to create a fixed transportation link between the two countries to improve European trade environment and provide an alternative high speed transportation method. This required a cooperation between the two national governments, bankers underwriting the funding for the project, numerous of contractors, and several regulatory agencies from both countries.		The purpose of The Chunnel project was to create a fixed transportation link between the two countries to improve European trade environment and provide an alternative high speed transportation method. This required a cooperation between the two national governments, bankers underwriting the funding for the project, numerous of contractors, and several regulatory agencies from both countries.
	In 1985, a request for proposals (RFP) from the British and French governments resulted in the project, The Chunnel being awarded to the winning bidder, Channel Tunnel Group/FranceManche (CTG/FM), which later became Eurotunnel. The group were established among construction companies and bankers from both countries, which was led by to co-chairmen; Lord Pennock on the British side and André Bénard on the French. Their winning bid price was established at US$5.5 billion, all privately funded. <ref name="Anbari"/> The Eurotunnel required a proper client-contractor relationship to build the tunnel, in order to improve management and planning, a new management group was established, Transmanche Link (TML). TML is an Anglo-French joint venture between Translink in Britain, and GIE Transmanche Construction in France, these two groups in turn joint ventures of the construction companies originally brought together in CTG/FM. <ref name="Leslie A."/>		In 1985, a request for proposals (RFP) from the British and French governments resulted in the project, The Chunnel being awarded to the winning bidder, Channel Tunnel Group/FranceManche (CTG/FM), which later became Eurotunnel. The group were established among construction companies and bankers from both countries, which was led by to co-chairmen; Lord Pennock on the British side and André Bénard on the French. Their winning bid price was established at US$5.5 billion, all privately funded. <ref name="Anbari"/> The Eurotunnel required a proper client-contractor relationship to build the tunnel to perform a proper execution of the project. Therefore, in order to improve management and planning, a new management group was established, Transmanche Link (TML). TML was an Anglo-French joint venture between Translink in Britain, and GIE Transmanche Construction in France, these two groups in turn joint ventures of the construction companies originally brought together in CTG/FM. <ref name="Leslie A."/>

	The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.		The case study covers Project Management Knowledge Areas, within four project phases: inception, development, implementation and closeout.
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	Large construction projects, such as the Chunnel project, are well-known for cost and schedule overruns. Managing of a project of this magnitude is very complex and includes a significant amount of efforts. The complexity of this project would cause significant planning, logistical and communication challenges. However, the project become a success, despite all the changes and challenges.		Large construction projects, such as the Chunnel project, are well-known for cost and schedule overruns. Managing of a project of this magnitude is very complex and includes a significant amount of efforts. The complexity of this project would cause significant planning, logistical and communication challenges. However, the project become a success, despite all the changes and challenges.

	In fact, the many changes in scope due to requirement omissions or changes of methodology can be viewed in many ways depending on how it impacts cost, time, quality, and potential risk. It is here where the overall communication and planning seemed to have a breakdown, as issues were not resolved in a timely manner, resulting in significant cost and time variances.		In fact, the many changes in scope due to requirement omissions or changes of methodology can be viewed in many ways depending on how it impacts cost, time, quality, and potential risk. It is here where the overall communication and planning seemed to have a breakdown, as issues were not resolved in a timely manner, resulting in significant cost and time impact variances.

	One of the challenges was to deal with two international governments, the differences in political aspects, their different attitude and underlying goals from locals. The communication was limited between the French and British. The two teams were put on each end of the tunnel and work towards the middle, which resulted in insufficient and delayed communication until the end of the project. Given that the two teams had a common goal, it was considered not necessary to communicate and interchange information on a detailed level because the plan was to work and meet the other team in the middle. Insufficient communication during the development and design process in the early stages caused different opinions later on. Although the status reports were helpful and consistent every three months, it did not highlight or accentuate improved communication within the team. It was a report for the financial world just to appease them and allow the project to continue. <ref name="Anbari"/>		One of the challenges was to deal with two international governments, the differences in political aspects, their different attitude and underlying goals from locals. The communication was limited between the French and British. The two teams were put on each end of the tunnel and work towards the middle, which resulted in insufficient and delayed communication until the end of the project. Given that the two teams had a common goal, it was considered not necessary to communicate and interchange information on a detailed level because the plan was to work and meet the other team in the middle. Insufficient communication during the development and design process in the early stages caused different opinions later on. Although the status reports were helpful and consistent every three months, it did not highlight or accentuate improved communication within the team. It was a report for the financial world just to appease them and allow the project to continue. <ref name="Anbari"/>
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	The Channel tunnel Treaty refused the project to be financed by government funds and the teams agreed to establish a health and safety commission, the Intergovernmental Commision (IGC), which had scope control and authority to demand changes, but no ability to implement the changes due to lack of funding. <ref name="Anbari"/> The agreement to create IGC, and give both the IGC and the banks excessive control contributed challenges in the finances area.		The Channel tunnel Treaty refused the project to be financed by government funds and the teams agreed to establish a health and safety commission, the Intergovernmental Commision (IGC), which had scope control and authority to demand changes, but no ability to implement the changes due to lack of funding. <ref name="Anbari"/> The agreement to create IGC, and give both the IGC and the banks excessive control contributed challenges in the finances area.

	There was another lack of control in the Chunnel project as there was no direct contract between the banks and contractors of the project. This project involved 220 international banks, which caused a significant communication challenge. To deal with different banks, the challenges for example was the question about who will be the superior to one another in ranks for guarantees and the differences in payment terms. The numerous of contractors who were involved in the Chunnel project and the coordination of these contractors reached out to be difficult. Their internal interfaces, their differences in plans, progress and cooperation between them would be a challenge. <ref name="Anbari"/> ~~One of the reasons~~ why the project had so many problems was the large amount of investors and the fact that most of the banks and construction companies were more interested in making money on the construction itself, and not on the operation. <ref name="Anbari"/>		There was another lack of control in the Chunnel project as there was no direct contract between the banks and contractors of the project. This project involved 220 international banks, which caused a significant communication challenge. To deal with different banks, the challenges for example was the question about who will be the superior to one another in ranks for guarantees and the differences in payment terms. The numerous of contractors who were involved in the Chunnel project and the coordination of these contractors reached out to be difficult. Their internal interfaces, their differences in plans, progress and cooperation between them would be a challenge. <ref name="Anbari"/> Another major reason why the project had so many problems was the large amount of investors and the fact that most of the banks and construction companies were more interested in making money on the construction itself, and not on the operation. <ref name="Anbari"/>

	During the Chunnel Project, several regulatory agencies were involved. Regulatory bodies with different requirements, doubling of set of bodies from England and France, overlapping and interfacing rules caused complications during the development and engineering phases. Some of the challenges were to try to satisfy the regulatory bodies from the two countries, design challenges from different contractors, as well as numerous technical and planning interfaces.		During the Chunnel Project, several regulatory agencies were involved. Regulatory bodies with different requirements, doubling of set of bodies from England and France, overlapping and interfacing rules caused complications during the development and engineering phases. Some of the challenges were to try to satisfy the regulatory bodies from the two countries, design challenges from different contractors, as well as numerous technical and planning interfaces.
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	== Project Delivery System ==		== Project Delivery System ==

	Initially, The Chunnel Project was an economic disaster, having a badly defined scope which resulted in a huge cost overrun. <ref name="Anbari"/> The governments involved, France and England, were not prepared for this project and the personnel involved did not have sufficient knowledge or experience required to construct the tunnel. At project closeout there were still gaps in the project scope. Many situations were rushed, trying to finish the project earlier rather than analyzing the situations and choose a better solution. <ref name="Anbari"/> The lack of communication between the governments, both having different priorities eventually resulted in a breakdown of the management structure. It was not known before project completion, which was a year late, that 15 000 workers were employed in the project, which also highlight the poor control from management. <ref name="Anbari"/>		Initially, The Chunnel Project was an economic disaster, having a badly defined scope which resulted in a huge cost overrun. <ref name="Anbari"/> The governments involved, France and England, were not prepared for this project and the management personnel involved did not have sufficient knowledge or experience required to construct the tunnel. At project closeout there were still gaps in the project scope. Many situations were rushed, trying to finish the project earlier rather than analyzing the situations and choose a better solution. <ref name="Anbari"/> The lack of communication between the governments, both having different priorities eventually resulted in a breakdown of the management structure. It was not known before project completion, which was a year late, that 15 000 workers were employed in the project, which also highlight the poor control from management. <ref name="Anbari"/>
	Regardless of project management, it can be argued that quality management was a success. When focusing on the constructional engineering, safety program and efficient use of new technology materials, using IGC ensuring quality of the tunnel, few would argue with an impressive connection between England and France, which remains the longest underwater tunnel in the world. <ref name="Anbari"/>		Regardless of project management, it can be argued that quality management was a success. When focusing on the constructional engineering, safety program and efficient use of new technology materials, using IGC ensuring quality of the tunnel, few would argue with an impressive connection between England and France, which remains the longest underwater tunnel in the world. <ref name="Anbari"/>