| Crossrail is legendary in the field as the example of what not to do when managing mega projects. What I was told by greybeards: systems engineering was non-existent and rushed to the « let’s start to concrete » phase. When the project started to install the various systems, all hell broke loose. For example, systems had to be taken in, then out, because they just didn’t work in the field. Side note: which makes this article really a good laugh. Who cares if your virtual model works if it does not in the real world? OK so, that would not have been too bad if the management of the mega project would just have recognized the fuck up and declared delays. Instead, it scrambled to find ways to recuperate the accumulating delays, while reporting green to the politicians. As usual, a cretin came into the room to suggest that signalling tests could be compressed down and commissioning tests could proceed while construction completed the remaining work. Problem: crossrail decided to experiment with a new hybrid signalling system that uses two different types of train control in order to maximize throughput in central london area. That turned an already rotten idea into an impossible one. Situation in the fields became insane. Signalling contractor shot a letter to cover ass. Politicians finally noticed, and sent clueless consultants to investigate, therefore opening the gates of hell. Aaaaah. I like the scent of Napalm in the tunnels. EDIT: typos |