Crossrail - Europe’s largest ongoing construction project
Making key connections in London
With 118.5km of new railway, Crossrail will bring an additional 1.5 million people within a 45-minute commute of London’s key business districts when it opens in 2019.
Date started: 2006
Completion date: 2018
Key services: Cost and commercial management, controls and performance
- 60% Reduction in congestion on London’s underground
- 118.5km Railway system
- 1.5 million People brought within a 45 minute commute of central London
About the programme
A major programme of impressive scale, and one of the most extensive infrastructure projects the UK has ever seen, Crossrail will connect the City, Canary Wharf, the West End and Heathrow Airport to commuter areas east and west of the capital.
This includes the upgrade of 28 existing surface stations (11 of which are major reconstructions), the construction of nine sub-surface stations, as well as more than 100 kilometres of new railway lines and 42km of new tunnels deep beneath London’s streets.
We have worked with Crossrail for over five years, ensuring it is delivered safely, on-time and to-budget.
This has included leading an integrated value management process that resulted in the identification of programme savings totalling £1bn from Crossrail’s initial budget of £15.9bn, in response to the government’s Comprehensive Spending Review.
The high quality Turner & Townsend resources that have been deployed and integrated across our team have been invaluable during Crossrail’s evolution to become an effective, delivery-focused organisation.David Allen Finance Director, Crossrail
Securing sponsor engagement
From the outset, we’ve supported Crossrail in demonstrating the project’s affordability to programme sponsors at the Department for Transport and Transport for London. This has led to the Crossrail board taking on full delegated authority to oversee the delivery of the programme in accordance with the delivery strategy – making the overall process more efficient, streamlined, and cost-effective.
We also developed a performance assurance function early, to measure and drive improvement in areas including health and safety, commercial performance, and social sustainability.
Building a cost-led culture
We’ve developed a truly integrated approach to delivery, reviewing how the programme can be more effectively controlled, identifying savings along the way, and instilling a real culture of cost awareness.
Our role has been pivotal in establishing project procedures and the approach to programme controls on Crossrail. A key part of this has been bringing best practice from other sectors into the team to optimise future stages of the project.
And in creating a strong, cost-led culture, we’ve improved the ability to confidently predict any outlay. This means that everything is always defined precisely and early.
Clear objectives based on experience
This project is a huge undertaking that requires expert, strategic handling from partners that understand the complexities of major programmes.
Our experts set four key objectives that we’ve worked to, and we’re providing visibility at every stage of the programme to key stakeholders.
The four objectives are:
- Setting the standards: we’re providing functional and efficient leadership in all aspects of programme control – including planning, cost management, and risk assessment.
- Integrated management information: we’re committed to providing details of management across the programme in a streamlined, integrated way.
- Foresight and advice: our management information, analysis and reporting all assist decision making in key elements of the project.
- Assurance: we designed a performance assurance model, process and function that was deployed to assure supply chain performance across the programme.