Rail for London (London Overground) - Project Management

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GHD provided project management support to the Rail for London (RfL) maintenance team in readiness for undertaking the role as Infrastructure Manager for the reconstructed and extended East London Line.

We were responsible for managing specific required work streams for RfL to carry out their legal responsibilities as Infrastructure Manager on the newly constructed East London Line. These included the preparation of operational and maintenance processes and procedures. Our role was extended after commencement of the train services to include the management of capital expenditure works for both rail and non-rail related elements of the East London Line. These works were procured via the Infrastructure Maintenance Contractor and included installation of pigeon proofing measures and the safe demolition of an old London Underground depot bound by live railway lines. Following a successful first year of operations, the project management brief was extended to include the management of the design from GRIP4 to GRIP 5 for station enhancement works at the Grade 2-listed building at Crystal Palace, one of the southern termini of the East London Line. This included redevelopment of the Victorian ticket hall, installation of three lifts and associated high level walkways and a lightweight ETFE canopy over five platforms, together with associated improvements in customer information systems.

The role of Infrastructure Manager on the East London Line (as defined by ROGS) was a new undertaking for RfL London Overground. The work streams required to be in place before railway operation had all been agreed with the Office of Rail Regulation (ORR). The aim was to produce processes and procedures which reflected best practice and were appropriate to the infrastructure. The production of this suite of documentation drew upon input from key stakeholders from various parts of London Overground and additional external sources.

The first 18 months of railway operation identified asset groupings that required upgrades through either performance or from operator / patron perspectives. Where possible, these works were planned within the maintenance regime, but many required additional resources particularly where these involved works at the stations or adjacent to the railway. The management of this work-bank required close liaison with both the Transport for London (TfL) maintenance team and the infrastructure maintainer to provide an economic solution for each activity.

GHD provided timely delivery of critical work streams to allow the early operation of the East London Line services.

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