TRU Digital Train Control Business Change

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Project Outline

The Transpennine Route Upgrade (TRU) programme is a multi-billion-pound programme of works, tasked with delivering various strategic outputs including journey time improvements and capacity increases between Manchester and York, as part of the overall Northern Powerhouse vision. In order to deliver these works, the programme is split into alliances and project teams. The Digital Train Control team were tasked with leading the development and implementation of a European Train Control System (ETCS) and a Traffic Management (TM) system.

Adopting and implementing a Business Change Strategy was identified from lessons learnt across Europe as a critical enabler to the safe and successful deployment of ETCS and a TM system. Therefore, Mercury3 were instructed to lead this workstream and deliver alongside Arcadis on the project’s behalf.

Key statistics

Project Transpennine Route Upgrade (Digital Train Control)
Client Arcadis, Atkins and Network Rail
Services Business Change, Project Management, Stakeholder Engagement
Duration January – March ‘19 (scoping), April – July ‘19 (assessment), remaining phases now live

I’ve been able to tell colleagues recently that the digital Business Change workstream on TRU is setting an example in terms of integrated working across the industry.

Transpennine Express

Our Service

Effective collaboration was key – with all stakeholders, not just with our delivery partner and colleagues – on a complex transformation project which doesn’t just cross business functions, but the whole industry.

These works required a structured approach in applying the Rail Change Guide to this specific project, to ensure consistency across deployments. This involved applying ‘POTIC’ lenses (Process, Organisation, Technology, Information and Culture), and carrying out benefits definition and mapping. Additionally, the team acted as a conduit between the client project team, wider TRU programme, stakeholders and other interested parties within the industry, which was a significant interfacing role.

The scoping and assessment phases saw the team deploy a variety of methods including workshops, cross-industry groups, focus interviews and remote ways of working to ensure full engagement from all relevant parties. They were also able to schedule their works accordingly to support key project and business case milestones, whilst minimising demand on client resource at these times.

Alan’s commitment to driving industry co-ordination with the continued delivery of Business Change for ETCS and Traffic Management on TRU has been recognised by many of maintenance and operations colleagues, along with train and freight operators. Alan’s team is continually identified for stakeholder excellence.

Award nomination text, Network Rail

Key Achievements

Both the scoping and assessment phases were complete to schedule and below £ forecast.

Outputs and learning collated throughout has been shared via cross-industry groups for future deployments.

Mercury3 is delighted to continue developing and implementing the Business Change Strategy in the remaining phases and is looking forward to the continued collaboration with Network Rail and partners.

M3C associates’ work on the operating model and process mapping is critical to programme success.

Eastern Region stakeholder, Network Rail

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