January 2010Issue 3

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What is the Initial Control Baseline?

Chief Executive’s Introduction 3

Profile - Paul Wiseman 4

What is the Initial Control Baseline? 5

Jargon Buster 6

HS&E Training 7

A New Approach to Performance Management 8

People News 9

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Rob Holden

Welcome to issue 3 of Connect Monthly.

In the issue of Connect Monthly sent out just before Christmas, I listed several key milestones we achieved in 2009. This year is set to be an even bigger one for the project, and indeed our first milestone is already upon us – the submission of the Initial Control Baseline to our Sponsors for their review.

The Initial Control Baseline (ICB) is a vital piece of work we should all be aware of as it defines what we are going to be doing for the next eight years and it provides the measures against which our achievements will be assessed. I won’t go into detail about it here, as I strongly recommend that you read the article on page 5 and bring yourself up to speed.

Internal communication on issues like this is very important to myself and the Crossrail Executive Committee. We appreciate the need for everyone to be aware of Crossrail’s objectives so we can all understand our individual roles in ensuring we deliver a world-class affordable railway.

With this in mind, on 5th February a Leadership Forum is being held for senior managers within the Crossrail family. Key issues will be presented and discussed, and all delegates will be given the information, and the means, to cascade this to their teams. So look out for more information on the ICB, Sponsor Review Points and other important messages from your line managers.

Always remember however, that communication is not a one-way process. If you are aware of something you think the rest of the project should know about, let us know. Similarly, do not be afraid to speak out if you have any questions.

Finally, I would like to wish you all a happy new year and hope you are looking forward to 2010, and the exciting year it promises to be, as much as I am.

Rob HoldenChief Executive

Chief Executive’sIntroduction

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Paul Wiseman is Crossrail’s Lead Change Control Manager, and the person to talk to about the Initial Control Baseline (see the next article for more on this). We asked him a few questions …

What was the last book you read?

I’m not a great reader of fiction. I tend to prefer non-fiction, travel books for example. Though I did recently read A Thousand Splendid Suns by Khaled Hosseini (author of The Kite Runner).

Describe a typical day for you.

Always busy! I have a lot of informal meetings with people across the project. I’ll then connect together all the information I got from these meetings so that others can understand potential changes to the programme.

Do you play a musical instrument?

Not any more, but I used to play drums in my youth.

Does your role bring you into contact with Crossrail Ltd’s partners?

A little. I work a lot with Crossrail Central and to a limited degree with the other industry partners. Again, making sure that everyone’s information joins up.

How will the Initial Control Baseline (ICB) affect the majority of Crossrail employees in their day to day working lives?

Directly, it will provide a single clear plan for everyone to work towards. On an

Paul WisemanLead Change Control Manager

Paul Wiseman

indirect level, it will give our Sponsors confidence that we understand what is needed to deliver the project.

What is your most annoying habit?

I’m a bit of a wordsmith. The red pen tends to come out when reading other people’s copy!

What is your favourite pastime?

Walking and mountain biking - I live near the Berkshire Downs so I’m quite lucky to have all that open space so close to me. I’ve cycled in the Loire Valley and India, and I’ll be cycling the Bavarian Alps in June.

What is the biggest challenge in your role?

Trying to make sure everyone works to the same plan. Also, deciding when change needs to stop and putting a freeze on things.

Describe the ICB in 30 seconds

Essentially, it’s a summary of what we’re going to do to delivery the project. So it translates the Sponsors’ Requirements, considering commitments and constraints, into the design and physical scope, schedule and estimate of cost. Finally, it gives us an understanding of the risks and opportunities.

What’s been your proudest moment?

My daughter recently getting into Cambridge to study French and Italian.

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You might not even realise it, but if you are reading this then you are almost certainly working in some way towards producing Crossrail’s Initial Control Baseline, or following it as our plan.

What is the Initial Control Baseline?

The Initial Control Baseline (ICB) is, in simplest terms, a comprehensive plan of what we are going to do to meet the Sponsor requirements and deliver Crossrail.

Why do we need it?

A baseline is a vital control tool for any complex programme. The ICB will provide us with a plan agreed by all those involved in delivery, and therefore a basis for monitoring progress and controlling change. It will include:

• Statements of the requirements, commitments and standards which we need to meet in delivering Crossrail;• A schedule indicating the activities of all parties, highlighting interfaces and identifying the activities which must stay on time to meet the 2018 opening date;• A cost forecast as a basis for future budgets;• A risk and opportunity forecast.

It is also an effective way of giving our Sponsors confidence that we understand what it will take to deliver

Crossrail. As such, it is a key input to Review Point 3B, which will take place in Spring 2010 (click here to read more about the Review Points in the special issue newsletter issued in November 2009).

Where does it come from?

The ICB defines the requirements of our Sponsors and stakeholders. It reflects the input plans from our key delivery partners, Crossrail Central and Network Rail, as well as providing an up to date position for our other partners. It has been developed through a process of aligning, consolidating and summarising our partners plans.

What happens next?

The ICB is being submitted to our Board and our Sponsors for review in February, and we will let you know the results of this.

We will be able to control our progress more effectively against the Initial Control Baseline. We will be monitoring progress against key management activity and procurement milestones and controlling expenditure against revised definition of scope and budgets.

It is envisaged that Control Baseline updates will be produced on a nominally six-monthly cycle, so that we will always have a sufficiently current plan.

What is the Initial Control Baseline?

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Jargon BusterThis jargon buster is a cut-out-and-keep guide to some key terms used in reference to the ICB …

Crossrail Project Functional Requirements (CPFR)

The Programme’s response to the Sponsors’ Requirements, expanding on each Sponsors’ Requirement into a more technical expression of what is required to be provided for all elements of Crossrail

Comprehensive Spending Review (CSR)

A governmental process carried out by HM Treasury to set expenditure limits and define key improvements

Initial Control Baseline (ICB)

A comprehensive plan of what we are going to do to meet Sponsor requirements and deliver Crossrail

Joint Sponsor Team (JST)

The working level channel for interaction between CRL and the project Sponsors

Project Development Agreement (PDA)

A document setting out CRL’s role in managing the Crossrail project and defining our main rights and responsibilities to the Sponsors.

Periodic Programme Reports (PPR)

A monthly snapshot of Crossrail’s progress at all stages of the programme lifecycle, covering progress and including a comparison of actual progress against planned activities and current trends in both schedule and cost

Review Points Reviews by our Sponsors and HM Treasury of the progress and forecast costs of Crossrail

Semi-Annual Crossrail Report (SACR)

A programme-wide six month look-back and six month look-ahead with information from the PPRs that shows current expenditure versus budget, progress versus plan and a forecast of the anticipated final cost relative to the intervention point mechanism

Master Control Schedule (MCS)

The full programme wide schedule detailing the sequence of all of the activities required to deliver Crossrail, as maintained by CRL

Project Control Schedule (PCS)

The schedule of all activities required for the delivery of the Central section works, as maintained by Crossrail Central

New Works Baseline The baseline of standards applicable to the design and construction of the Central section

Scope Book A description of the works envisaged at each location for the whole of Crossrail, summarising the current design, and ordered in accordance with the Work Breakdown Structure

Work Breakdown Structure (WBS)

The structure maintained by CRL, by which the various activities which comprise the Crossrail works have been represented within the Master Control Schedule, the Cost Estimate and the Scope Book

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In the November 2009 edition of Connect Monthly we communicated our plans for making bespoke Health, Safety and Environment training courses available for all our staff through a suite of online e-learning packages.

We are now in a position, once you have received an email invitation from Learning and Development, to request that you commence logging on and sitting these courses.

The process will call upon you to self-book onto courses via the Learning & Development central system located on Crossrail Connect. This system will also track and monitor attendance, completion of courses and the issue of certificates.

The following courses are available through this route:

1. Health Safety & Environment Management System Awareness: A mandatory course for all – duration up to 1 hour

2. Managing Safely for Crossrail: Tailored to Crossrail project staff with management responsibilities and fully accredited by IOSH (mandatory for appropriate staff roles – duration up to 25 hours e-learning plus a written project taken over a four month period)

3. Working Safely for Crossrail: Tailored to Crossrail staff in general and fully accredited by IOSH (mandatory for staff not taking ‘Managing Safely for Crossrail’ – duration up to 8 hours e-learning)

4. Managing the Environment at Crossrail: Tailored to key project managers and senior engineers with site responsibilities (mandatory for CPM’s/CPR’s/IPM’s and selected senior engineers – duration 6 hours workshop)

Our aim is to bring our vision and values to life by putting them into practice. To do this we all have a practical need for the appropriate knowledge, skills and know-how such that we can all play our part to the full. This programme of training is suited to all employees and tailored to both the needs of the project and to each person’s role and responsibility.

Thank you for your commitment and good luck with the training.

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Taking personal responsibility for managing your own performance is crucial, particularly as Crossrail transitions into a delivery organisation. To support you in doing this we have evolved the performance management process to make it simpler, more open and more focussed on better quality conversations (rather than form-filling). We’ve also ensured it is in line with our new values.

To develop the process, we held a number of focus groups and asked how you would like the process to develop.

A New Approach to Performance Management

The Focus Groups said… So we have …… you wanted simpler paperwork … simplified the paperwork so it focuses

directly on performance, is clear and easy to use, and can be used electronically

… you wanted more emphasis on a better quality of conversation between you and your line manager

…created a simple performance coaching framework that can be used informally and on an adhoc basis.…and removed the need to submit lots of paperwork to HR; from now on only two documents need be sent in

… you wanted more training in how to hold a really meaningful and effective performance discussion

… arranged briefings for all employees and coaching for all line managers, so conversations develop a real quality, depth and relevance

… you wanted regular, 1-2-1 informal meetings that encourage direct, clear and skilfully handled feedback

… abolished the need for a formal half yearly review and replaced it with a monthly 121 conversation

The result is a process that focuses on the most beneficial aspect of performance management - the discussion a line manager has with their team member in order to improve performance on a continuous basis.

Steve Cordell has taken up the new role of Performance and Talent Manager. His first job is to introduce the new performance management process. He, together with colleagues from Organisational Development, will run briefing sessions for CRL employees and training and coaching sessions for all line managers. He’s also there to make sure that the new process works well and to answer any questions you may have.

You can call him any time on x 2491 or email stevecordell@crossrail.co.uk. Steve will be contacting you shortly with details and dates of the sessions.

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Please welcome on board the following people:

Tracey Bailey, Area Community Relations OfficerI have been caring for my family and working part time as a personal trainer prior to joining the stakeholder team

as Community Relations Officer for the Central East area. I previously worked for London Underground Ltd on various projects including the East London line and Croxley Rail link. I am a member of the parent staff association of my children’s school and also enjoy running, going to the gym the travel.

Johnny Clarke, Interim Document Control Manager My background encompasses projects such as CTRL-HS1 and BAA T5. When not working I spend

spare time restoring my 1949 Chrysler; I wager Crossrail will be running before I get finished! I’m also on the committee of my son’s Sea Cadet Unit, devising strategies to raise funds … donations most graciously accepted! Before me a challenging and exciting role, on a challenging and exciting project!

Chris Sexton – Technical DirectorI was educated at St Edward’s School and Keble College, Oxford. On graduation I entered Sandhurst and was commissioned into

the Royal Engineers and spent the next 30 years around the world. I served on operations in Iraq, Afghanistan, the Balkans and Northern Ireland and I am a graduate of the Indian National Defence College in New Delhi. My recent military appointments included Policy Adviser to the Chief of the General Staff, CEO of the Royal School of Military Engineering and Chief Engineer of the Army, the latter responsible for 10,000 military engineers and for the UK’s military engineering capability worldwide.

I left the Army in 2007 to become Head of Engineering for Laing O’Rourke (Europe), the UK’s biggest privately owned construction company. I live in Camberley Surrey with my wife Annie and two teenage children. My interests are rugby (I played for Northampton Saints many years ago and was Chairman of the Army Rugby Union for five years), cricket and political biography.

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PEOPLE NEWS

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Colin Hamling – Insurance and Commercial ManagerI’m a Chartered Insurer with over 25 years experience in insuring heavy liability including

construction and transportation. At one stage after privatisation, I insured every item of rolling stock in the UK, and the liability of almost every franchise, and more recently led the insurance package for London 2012.

Main hobbies are transport and military history, agonising over Notts County, and swimming competitively at Masters level. I also maintain an interest in dowsing and water divining. I live in the shadow of the North Downs near Dorking, and end enjoy the vestiges of once-wild country

For many years I have been a Trustee of the Friends of London Transport Museum (a registered charity). I have also been involved professionally with both the Health and Safety group of CCG (Construction Clients Group) and the launch of SSIP (Safety Schemes in Procurement) aimed at improving basic Health and Safety among small contractors / sub contractors, producing commonality between pre-qualification schemes, and raising CDM awareness.

Laura Ramirez – Tunnelling Academy project AssistantThere are two things I am quite passionate about - people and food! Most things I do (at work and leisure) involve

these two elements. Recently, I was with ConstructionSkills for nine years as apprenticeship administrator and then as training co-ordinator for on-site programmes. Before that I worked for a charity for the urban poor in the Philippines. I love cooking and so, to my friends, my flat is the official party place!

Daniel Garrity – Safeguarding CoordinatorBefore joining Crossrail I was working in the Film and Television Industry. I have recently taken up

running again after ten years of smoking and completed a Santa run for the Children’s Heart Federation last month. I am also doing a skydive for the Everyman charity next year.

PEOPLE NEWS

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Brian Morris- Programme Security ManagerI have joined Crossrail from Laing O’Rourke, where I was the Group Security Manager for ten years.

Prior to entering construction, I was a Metropolitan Police officer, and retired as a Detective Superintendent, having worked in central London, and on several specialist squads. During my police career I conducted investigations in the Bahamas, and in Pakistan, in addition to working in London. I also worked on the ‘Learmont Review’ of the Prison Service in 1995, after several escapes from high security prisons.

Lebene Lotsu – Financial Accounting ManagerI joined Crossrail from TUI Travel Plc, better known by their brands; Thomson & First Choice, where

I was Financial Controller for their Ski Division. Whilst at TUI Travel, I took the opportunity to try my hand at skiing for the very first time. Whilst I enjoyed the experience, I’m certainly in no hurry to

get back on the slopes.

I do however enjoy being active and my interests include Wing Tsun Kung Fu, which I take quite seriously and cycling.

My wife works for the Motor Neurone Disease Association which means that I often get involved in supporting various fundraising events and other volunteering activities whenever possible.

I look forward to meeting many of you over the coming months.

Martin Rowark - Head of ProcurementI am a Member of the Royal Institution of Chartered Surveyors and commenced my career in construction as a Management

Contractor. I joined Railtrack at their floatation and worked at Great Western Zone and later Southern Zone, leading the Contract and Supply function. In 2001 I joined leading international construction consultants Davis Langdon LLP as Head of Civil Engineering and Railways, operating from London. This role involved commissions on CTRL, West Coast Route Modernisation, The White City Development, ETRMS and

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PEOPLE NEWS

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Metronet Trans4m/Alliance. Following this I acted as Deputy to the Head of Procurement for the London 2012 Olympics. Most recently I have been advising the TfL team delivering the East London Line. I am married with two children; my hobbies include competitive cycling and motorsport.

Nigel Dingley – Governance ManagerMy role is working in David Livesley’s team helping to move the governance processes forward. Having started in

November, I’m now just starting to get to grips with the complexity of the Crossrail project.

Prior to joining Crossrail I was company secretary at a small plc hotel company and before that I worked for Tesco building the governance systems in their international subsidiaries.

For relaxation outside of work I spend a lot of time researching aeronautical history. I’m a Council Member of Air-Britain the association of aviation historians being involved on the marketing of the books they publish and various other activities around old aircraft.

This month we will be saying to goodbye to Tiziana Beatham, Neil Moss and John Parrott who are all moving on to new jobs. We will also be saying goodbye to Lesley Trainor who is moving back to Australia. Thank you to all of you for your hard work and contribution and good luck for the future.

PEOPLE NEWS

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