1

The Danish Signalling Programme – where are we now?

Banebranchen

2

Overall

• S-bane – first EDL with CBCT up and running from early 2016, but not in

full mode

• F-bane – tests and preparation for EDLs in progress

• On-board – First of Class are being fitted for IC3, MQ, MR and soon Lindt

• GSM-R has been rolled out in version ready for test

• Training is well on its way

HOWEVER

We have had to re-plan and re-budget the programme and are looking into a

new phase with more roll-outs and hand-over activities.

2 years delay and a prognosis which is 4 MIA DKK higher

We are well on the way

3

Why did we need to re-plan?

– Development and especially the complexity has not resulted in

expected progress (contract baseline was too optimistic)

– Central processes (responsibility sharing client/supplier) not fixed

until 2016. Time consuming integration activities now in plan

– The approval and documentation task has been underestimated by

both supplies and BDK including the parties involved across BDK and

the demands in the safety approval process (CSM-RA) and internally

– The delays has meant that it became necessary to revisit the

correlation with the other BDK infrastructure projects to avoid

conflicts

We have updated the time plan and revised the governance

4

Fjernbane is a programme with more projects

Fjernbane East

Fjernbane West

GSM-R

On-Board

TCC Civil Works

Operational Rules

Complexity is biggest technical, contractual and time related risk –also more than expected

Signalling Prgm

Internal BDK Divisions

Other infra. projects

Sweden & Germany

Training of staff

Existing systems

Railway Undertakings

Existing trains

Fixed transmission

– Technical System integration

across contract borders

– Interlaced time plans

– Many stakeholders and a mixed

fleet of trains

– Brownfield replacement of total

system – first country

– Existing systems technical

interfaces & docs

– Extensive Safety Approval

– Large stations need new standard

EoG

– Need to handle level crossings

– Suppliers had limited possibility for

bench marks when giving their bids

5

Core Processes (projects)

Project basis DesignProducttests

Installation Site testsCustomertesting

Final com-missioning

SupervisedCommercial Operation *)

Configuration Site worksData/req.

Contract

Org. works,trail runs

SASC

withpassengers

Safetycase 2”IBK”

Authori-zationfor test ”

Tillæ

g 1

”

”Tillæ

g 2

”

Approvalfor instal-lation

Enabling works

O&M

Fixed assetdata

------------- supplier responsibility -------------

*) = S-bane after OTP, ”Open To Public”

BDK responsibility

APISDesignapproval

6

New plan S-banen

• The order of the roll-outs is mainly unchanged

• The upgrade and renewal projects will take place before the roll-outs

• The lessons learned form the EDL has been included with regard to testing and commissioning

7

New plan F-bane

• Plan is revised to take the less complex lines before the more complex

• The freight corridor and the most complex stations are places last to ensure system maturity

• The plan is closely coordinated with the other BDK projects

• Electrification and new DSB trains is supported with the planned roll-out plan

8

Strategy to minimize ”first mover” risk

– SP does contain development

activities, but we have a

platform now sufficient for most

network

– 3.3.0+ will be ready soon (on-

board) but not interoperable

– ETCS on GPRS (EOG) necessary

in complex areas with many

trains, probably only Cph-area

– Possibility of using STM in

longer period if problems with

development

EOG

9

What do we need to succeed?

The revised plan is closely coordinated with the other BDK infrastructure projects – hence all must keep their schedule and stick with the planning principles.

It is important that the first lines on the F-bane are put into service as planned which involves close cooperation with and supervision of the suppliers.

The system delivered must live up to the contract with regard to quality and reliability

Focus on handling risk as it occurs and close dialogue with both suppliers, other projects, railway undertakings, NSA and other divisions in BDK.

Optimisation of governance and the process for testing, safety approval and documentation to be able to succeed with several simultaneous roll-outs.

This involves all parties.

10

Important Inf. milestones until 2018/19

– S-bane EDL with Lineblock May 2017

– S-bane EDL with contracted performance end 2017. DORF in

H1 2018 = full functionality in TMS

– S-bane RO2 Q2/2018

– EDL(Roskilde-Lille Skensved) FiE Q3/2018

– RO1, Kh-Rg, December 2018 (uncertain!)

– EDL(full) FiE Q4/2018 (unlikely!)

– EDL(Lindholm-Frederikshavn) FiW Q3/2018

– EDL(full) Q4/2018

Fitment of trains must not delay roll-outs!!!!!

11

Lessons learned:Cooperation is important but a challenge

Level ofexpectation

Contract

Commonsense

Supplier

Owner

Economy: Supplier

Time: SP

Quality: Stakeholder

Design before installationand well working solutions

Pay for reasonablecompromises

Must take risks,deliver customerparticipation andaccept reasonablecontracted conditions

RealisticRoll-out plan

12

Organizational fundament in SP

13

Codes of conduct

We are guided by common goals, deliverables and results – every day

we are one step closer to successful delivery

We practice an active style of dialogue (GORIMA) with respect for

each others time

Our behaviour and cooperation are characterized by trust, credibility,

honesty and openness

We will have a we / us culture based upon active stakeholder

involvement

We work with joint learning, which enables stability in delivery and

well as in the factory (robustness)

Our governance, processes and management are simple and actively

supports cooperation at all levels in Banedanmark

We have a decision culture based on facts and clear decision

mandates

We celebrate our successes – together and with our stakeholders

TMS

SP-director

SP-board

Finance and Plan

Secretariat

S-bane FEP F-EastF-WestF-ITKh-Rg

Suppliers

Kh-Rg board

Operation manaagement

Training

Engineering

Integr./test

Safety

SP-asset r.

SP-org May 2017

Peoplemng. ET

Peoplemng. AS

EMO

Programme management

Commissioning management (Roll-outs)

JSCs and SCs

SC SP/RUs

SC Finance

SC TrainingSC EMO

Commissioning boards

(escalation possibility)

15

Revised budget

Kilde: KPMG/ BDK bearbejdning af data indeholdt I beslutningsoplæg, milepælsrapporter, endeligt ankerbudget, indmeldte cost to complete samt udtræk fra SAP pr 31. juli 2016

Cost-to-complete equals current appropriation including both 10 and 20 pct reserve.

The estimate includes all known and expected changes (but has no buffer for the unexpected)

*

18.266

14.437

18.154

1.730

1.349

3.570

2.820

0

5.000

10.000

15.000

20.000

25.000

Oprindeligt

ankerbudget,

december 2008

Endeligt

ankerbudget,

august 2012

Cost to Complete,

1. august 2016

Mio

. kr.

(PL11)

20 % Central Reserve

10 % Projekt Reserve

*

**

16

Why has the cost estimate changed since 2012

Extension of the project with 2 years: with the re-planning the programme is extended with 2 years which means more cost for programme management

Cost which was underestimated: This includes more cost than expected related to documentation, testing and approval including elements which was expected paid by the suppliers at the time the contracts were signed.

Cost which was not included in the budget:Various technical elements which has been identified after signing the contracts including cost related to decommissioning, complexity in the rolling stock which increased cost for onboard and the amount of fibre optic cables along the railway.

It is primarily cost related to the F-bane which has increased. The current estimate is close to the original 2008 estimate.

Note that besides these costs the benefits of the programme is delayed including fewer TCC, fewer traffic controllers and more efficient maintenance.

17

We are not alone

1818

www.bane.dk