THE CHUNNEL TUNNEL

PROJECT

PHASE II : THE DEVELOPMENT

PHASE

BRIEF INTRODUCTION
1. Introduction to Chunnel Project
2. Introduction to Development Phase of the

Project

CHUNNEL PROJECT
DEVELOPMENT PHASE

CHANNEL + TUNNEL =
CHUNNEL
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CHUNNEL PROJECT
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Chunnel Project : Introduction

The Channel Tunnel (Chunnel) Project
was launched to create a connection
between England and France via
dedicated underground tunnel
Scope of the Project:
To create a fixed transportation link between

England and France

Objective of the Project:
To spur economic development in the region
Improve European trade environment
Provide alternative high speed transportation
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Chunnel Project : Introduction

The Channel Tunnel comprises three tunnels - two

main rail tunnels : Northbound and Southbound; with

a service tunnel of smaller diameter passing from in
between them

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DEVELOPMENT PHASE

Chunnel Project : Contracts

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DEVELOPMENT PHASE

Chunnel Project : Life Cycle

Inception Phase:

Historical background, nature of project,

political climate and pre-feasibility studies.
Development Phase:
Planning, financing and conceptual designing.
Implementation Phase:
Detailed designing, construction, installation,
testing and commissioning.
Closeout Phase:
Overall performance, settlement of claims,
financial status and post-project evaluation.
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Chunnel Project :
Development Ph.
Development

may also be interpreted as

planning, scheduling, design and primary
engineering.
It address development of plan for various project
parameters i.e. risk, quality, resources etc.
It includes finalizing the project charter and
obtaining approval to proceed with the project.
This was an important phase for the project
because of the sheer size and complexity of
the project
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DEVELOPMENT PHASE

Chunnel Project :
Development Ph.
Some Critical Aspects in Development
Phase:
Massive communication barriers
Problems due to huge scope of the project
IGC played critical and detrimental role

Cost management
Banks

played
beginning

an

influential

role

from

the

Well worked out schedules, but project still

faltered on the delivery date

Better risk management could have been done
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CHUNNEL PROJECT
DEVELOPMENT PHASE

INCEPTION
PHASE

DEVELOPMEN
T
PHASE

EXECUTION
PHASE

CLOSE-OUT
PHASE

CASE ASSESSMENT
QUESTION 01:
Evaluation of Project Management
During Development Phase

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CHUNNEL PROJECT
DEVELOPMENT PHASE

Development Phase:
Scope Management
Lack of a Define Scope made lots of things

difficult, viz. resource planning, cost

estimating and budgeting.
This factor alone would have placed the
scope management at the rating level of
very poor but for the quarterly status
reports it got placed at poor level.
The status report, prepared every three
months, for the investors contributed to
keeping the project somewhat on
track.
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DEVELOPMENT PHASE

Development Phase:
Time Management
The

schedule
planning
during
the
development phase was more or less
adequate.
True the project finished a year later than it
was due but it was often because of things
beyond the project management teams
control.
Hence, the project management team
couldnt be held wholly responsible for
improper time management and hence
placed at an average rating of good.
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Development Phase:
Cost Management
Scope

Creep played a large part in the

substantial increase from its initial cost
estimates
IGC was allowed to have a scope control without
the ability to approve additional funding
At times an over-management of risks led to
unnecessary expenses which could have been
avoided
Based on the above mentioned factor, Cost
Management is placed at the lowly rating
of very poor
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DEVELOPMENT PHASE

Development Phase:
Quality Management
IGC mandated whenever a difference occurred

in standards between the two countries, the

higher of the two standards kept
Most advanced technological equipment and
very little margin for error allowed for quality to
be an extremely important attribute while
planning during this phase
Thus IGCs involvement made a huge impact
on the quality management of the project
but adversely affected other areas and the
phase received a high rating of very good
but not an excellent rating
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DEVELOPMENT PHASE

Development Phase:
Human Resource Management
For every British team member, the French

had a matching counterpart

IGC was also a part of this factor and IGC
played an important role in maintaining the
quality of the project
Teamwork was helped by the focus on
fairness that was followed by the two
governments involved
All these above mentioned justify the very
good rating given to the human resource
management factor for this phase
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Development Phase:
Communications Management
Communication between the French and English

side was limited

Each side worked toward a goal and did not feel the
need to communicate because the assumption was
that they were both working towards meeting in
the middle
Just because, they were clear about the
objective and initial communication was
good, the rating for this phase is put at poor
and not very poor
This factor of project management can be
summarized as the following chart on the next slide
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CHUNNEL PROJECT
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Development Phase:
Communications Management

This resulted in:

LIMITED INTERNAL
COMMUNICATION

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DEVELOPMENT PHASE

Development Phase:
Risk Management
Risk could have been better researched and

evaluated when it came to the technical side of

the project
At times there were cases of over managing risk
which led to cost increases and delays
At the same time, leeway given to the banks
focus shifted to minimizing risks, which worked
in the projects favor until it was taken to the
extremes
For
the aforementioned reason, risk
management for the phase has been given
a good rating
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CHUNNEL PROJECT
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Development Phase:
Procurement Management
Over

management of risks led to use of

sophisticated
and
advanced
equipment,
procurement of which was handled well
IGCs involvement and mandatory better of
the two methods, made it necessary for the
team to procure advanced technological
equipments and maintain quality which was
again handled very well
But of course, this resulted in increased costs
Hence it is safe to give a rating of very good
to the procurement management factor of
the phase
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Development Phase:
Integration Management
Teamwork concept was sidelined when the

two governments refused to guarantee the

project financially
Two teams working on opposite ends didnt
feel the need to communicate and
integrate leading to differences in opinions
in projects later stages
These factors prove the lack of integration
between the teams on the two ends and
hence a low rating of poor
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CHUNNEL PROJECT
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Rating Scale:
5:Excellent
4:Very Good

3:Good

PROJECT MANAGEMENT AREA

2:Poor

1:Very Poor
RATING

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communications Management

Risk Management

Procurement Management

Integration Management

Average Rating for the Phase 2.78 ~ 3

(approx.)
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CHUNNEL PROJECT
DEVELOPMENT PHASE

INCEPTION
PHASE

DEVELOPMEN
T
PHASE

EXECUTION
PHASE

CASE ASSESSMENT
QUESTION 02:
Major Areas of Strength
During Development Phase

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CHUNNEL PROJECT
DEVELOPMENT PHASE

CLOSE-OUT
PHASE

Development Phase:
Major Areas of Strength
Quality Management

The project was delivered with a relatively high

degree of quality because the free reign given
to the IGC
Project Office
The project office did an adequate job and
followed the planning, designing and retailing
phases required in this phase of project. Project
management in this phase was hopeful and
project management practices in place did
provide an mechanism for achieving success
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CHUNNEL PROJECT
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Development Phase:
Major Areas of Strength
Project Team

The project team did a very reasonable job in

planning the technical equipment and understanding
the complexity involved
Team Work
The focus on fairness was followed by the both
governments involved (teamwork concept was lost in
later phases)
Planning and Scheduling
The schedule planning during the development phase
seemed to be adequate - the project finished a year
late but due to things beyond the project team control

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CHUNNEL PROJECT
DEVELOPMENT PHASE

INCEPTION
PHASE

DEVELOPMEN
T
PHASE

EXECUTION
PHASE

CLOSE-OUT
PHASE

CASE ASSESSMENT
QUESTION 03:
Major Opportunities for Improvement
During Development Phase

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CHUNNEL PROJECT
DEVELOPMENT PHASE

Development Phase:
Major Opportunities for Improvement
Communication

Communication plays a very vital role in a

project, not only for the project managers
but also for the rest of the team members this is one of the factors driving a project to
success or failure
Control Given to IGC
There was much debate on the free reign
given to IGC because of the delays and cost
increments caused by the decisions of IGC
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CHUNNEL PROJECT
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Development Phase:
Major Opportunities for Improvement
Technical Specifications

Scope, functional requirement and technical

specifications need to be defined and validated at
an early stage - although the data from past
projects was taken into account and studies, the
learning from those projects was not implemented
when planning of the project was being done;
because of need to do too much in too little time
Risk Management
Risk management definitely needed looking into
because it was either over managed or under
managed
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CONCLUSION
Key Lessons Learnt
From The Development Phase

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DEVELOPMENT PHASE

Development Phase:
Key Lessons Learnt
Scope needs to be properly defined at the

very beginning to avoid delays

Technical and Functional Requirements
need to be given due and equal importance
and lessons learnt from earlier projects
need proper implementation (wherever
required) while planning for a complex
project like Chunnel Project
Communication plays a major role in the
success of a project it can lead the project
either on the road to success or failure
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CHUNNEL PROJECT
DEVELOPMENT PHASE

THANK YOU
Presented By: Khyati G.
Tewari

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