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Transportation
Simon D'Cruz
Senior Project Director, Rail & Transit, Los Angeles, California, USA contact form+1 213 557 9691
When building a complex, innovative railway, system integration risks often show up at the worst possible time— during the integration testing phase when design and construction is already done. Imagine multiple, interdependent issues that unexpectedly arise in final testing which must be addressed when the project is nearing completion. Inevitably, this could delay the railway’s opening, as different systems must be reconfigured by various contractors in a short period of time. Identifying and mitigating these risks early can help avoid schedule delays and cost overruns. But, how do you spot them?
Railway integration—bringing people, programs, processes and technology together from the beginning of the project to form a single system—is a vital component of any rail project. There’s no one-size-fits-all solution, but establishing a railway integration management team to focus on this critical aspect of risk recognition is a great start. This team should align with the unique needs of the railway and use robust system engineering tools and techniques to mitigate potential integration risks throughout the project’s lifecycle. Therefore, an effective railway integration management team requires the right mix of technical, project management, operations, maintenance and system engineering expertise.
In the planning stage, system architecture is also crucial for ensuring everyone working on the project understands the railway’s structure. It defines relationships between systems and subsystems (interfaces) and provides a framework for functional and performance requirements. This context is essential for identifying innovative, unproven, complex and highly-integrated systems. These areas pose the greatest risk to successful delivery and should be the main focus of attention.
Once these systems are identified, conduct a detailed analysis to uncover risks affecting their development and how best to mitigate them. Plans must then be developed and implemented by those with knowledge of these specific systems or subsystems. This ensures development continues and integration milestones are achieved.
To effectively implement these plans, a collaboration tool such as a Risks, Assumptions, Issues and Dependencies (RAID) log is required. A RAID log should be separate from the project-risk register, allowing technical aspects to be the focus rather than cost and schedules. However, there is a direct relationship between the two, which should be built into the project management toolbox.
As the railway enters the testing and integration phases, be prepared to address additional emerging integration risks. These risks often arise from poorly-defined interfaces, incorrect assumptions or configuration changes. Assumptions are necessary for the development of any railway, enabling engineering to progress in a controlled manner. However, they require regular testing along the integration thread and must be converted into requirements when appropriate. Testing the configuration and maturity of an integration thread at key milestones helps identify systems that are at risk of not delivering their required functionalities. Forensically assessing the integration thread to ensure proper development of integrated systems and subsystems is essential.
By deploying railway integration at the start of a project, for every issue identified during testing, many more will have already been mitigated through careful planning and preparation. This enables the railway to open on time and safely serve passengers for years to come.
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