The Modernisation of the Belle Ombre Train Station in Pretoria, South Africa

Table of Contents

Acknowledgement

Glossary of terms and abbreviations:

Overview 7

1. Executive Summary

2. Introduction
2.1. General:
2.2. Background Information:
2.3. Aim

3. Methodology

4. Project Execution Plan

5. Analysis of project management activities
5.1. Communication Management
5.2. Leadership activities
5.3. Commercial Leadership
5.4. Technical Leadership

6. Quality and continuous improvement
6.1. Continuous Improvement Theories
6.2. Organizational and Quality Management standards applied during the project
6.3. Project Risks Analysis

7. Ethics and Professional Responsibility

8. Final reflections

9. Discussion and Conclusion

10. Bibliography

11. Definitions

12. Appendices

Acknowledgement

My vote of thanks to everyone who supported me during course of my study of the module. Classwork using University of Derby modern technologies and resource centre especially the blackboard-collaborate, online library, and my engineering practice has made it a possibility for me to conclude this assignment.

Glossary of terms and abbreviations:

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List of Tables

Table 1; Communication matrix

Table 2; Leadership activities and techniques

Table 3; Consultant’s team composition

Table 4; Software tools used during project execution

Table 5; Belle Ombre Station modernisation BOQ (Mech. & Elec. services only)

Table 6; Organisational and Quality Standards 34

List of Figures

Figure 1; module based schedule of activities based on class work

Figure 2; Schedule of Belle Ombre modernisation project activities

Figure 3; Project design of the contract

Figure 4; Distribution of Consultant’s team members by role and gender

Figure 5; Distribution of Component Project cost

Figure 6; Project Work Breakdown Structure (WBS)

Figure 7; PDCA Cycle_ Based on Deming, W. E. (1991). Out of the crisis theory

Figure 8;5S Concept cycle

List of Appendices

12.1. Appendix 1; Excerpt from design report 1 submitted

12.2. Appendix 2; Excerpts of bills of quantities (BOQ) estimates, disbursements

12.3. Appendix 3; Project Communication excerpts

12.4. Appendix 4 Site Photos

12.5. Appendix 5; Excerpt of Design Drawings

Overview

This paper seeks to explore and critically reflect on a selected engineering, procurement and construction (EPC) project, completed in 2014, for which the author played a major role in leadership of both commercial and technical activities on consultancy and project management service provision throughout the project cycle from appraisal through implementation to commissioning and handover. It extends from a prior submitted proposal for this project report submitted to partially satisfy the qualification requirement for MSc Professional Engineering.

1. Executive Summary

Based on module study requirement to demonstrate competence in commercial and technical leadership throughout engineering project management and delivery of its outputs, one of the projects completed for a State-owned Company (SOC), Passenger Rail Agency of South Africa (PRASA SOC Limited), has been selected for this purpose. It included reconnaissance, site investigation, pre-feasibility and feasibility studies, environmental impact assessment, due diligence, analysis, design, specification and advisory on all Engineering aspects and disciplines from Concept development to Completion of component Projects within the overarching modernisation project.

The project report framework model used is based on New Engineering Contract (NEC) categorisation of contract by the Institution of Civil Engineers (1993) provisions for a Separate Design and Construction Contract (SDCC) focussing per Smith, N.J. (2002)., on three project pillars of Cost, Quality and Time allocation to the project together with the associated risks and risk mitigation methods. The agreed initial period was two and one half years commencing in July 2012. An inclusive (turn-key) Train station modernisation Capital fund allocation and contract budget was £23 million. The high level estimated final cost was in the region of £22 million. The proportion allocation for the mechanical and electrical portions stated above was to be below 30% of the total estimated final cost. This case study seeks to provide a balance between a selected executed project and how the approaches to project management activities set out in the class module structure for this study is contrasted with the approaches negotiated in execution of this selected project.

2.Introduction

2.1. General:

This report examines the effectiveness in the application of commercial and technical leadership in project management and explores the approach and management techniques that were used in effecting such responsibility during all phases of the Belle Ombre Train Station modernisation project. Involving engineering project management sections of human resource management, work schedule management and requirements, cost management, quality management and monitoring, risk management, communication management, and stakeholder management, the Belle Ombre train station modernisation project in the area of Mechanical and electrical engineering primarily entailed consultancy and project management assignment for Design, Manufacture, Supply, Installation, Testing & Commissioning of the following assets; Lifts/Elevators, Chiller Heating, Ventilation and Air Conditioning (HVAC) equipment, Addressable Fire Protection and Life-Saving Evacuation System together with fire-fighting equipment, Solar-thermal water heating (SWH) system, electrical power back-up system and energy efficient lighting system retrofit.

2.2. Background Information:

In an effort to improve public rail transport service in the Republic of South Africa, PRASA during the fiscal year of 2011/2012, advertised and subsequently appointed teams of consulting engineers and project managers to engage in consulting engineering services and project management nationally and execute consulting services in the analysis, design, specification and advisory on all engineering aspects and disciplines from concept development to completion of projects on their train stations in the Republic.

2.2.1.Site details :

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2.3. Aim

The study aim is to satisfy the module requirement for an MSc Professional Engineering student to demonstrate work based competence in technical and commercial leadership based on project management of in this case, the Belle Ombre Train Station modernisation Project but also to satisfy the client’s (PRASA’s) project requirement which entailed the upgrade and modernisation of train stations in the modernisation corridors of the rail network by starting with ones deemed of higher priority rating based on various benefits that could result from such a project as this one.

2.4. Objectives

2.4.1.The main objective

Per PRASA, (2012)., One hundred and thirty-five (135) train stations were prioritized for Modernisation within a period of 10 years from 2012. PRASA has concentrated on stations, which have a high volume of commuters and have the potential to increase business revenue. Objective is that modernisation of these stations will translate into real benefit for commuters, improving the overall customer experience and adding value to the service offering by PRASA. The ALL Train Stations Modernisation programme, nationally, had been allocated R 2.2 billion, an equivalence of £134 million.

2.4.2.Specific Objectives

These were to;

- Modernise the train station to provide better service and comfort within 2.5 years from date of project inception to attract higher numbers of commuters’ interest in use of the service
- Optimise the energy efficiency and reduce energy wastage within the facility and help generate more revenue
- Improve the working environment, health and safety for all client service centre employees as well as improve livelihood standard in surrounding local community
- Satisfy stakeholders and improve perception of investment confidence
- Make the passenger rail transport become a more competitive business

2.5. Literature Review

This review of literature included articles in professional magazines and journals, articles in academic journals, papers in the proceedings of conferences, books, internet websites especially my professional institutions’ Society of Operations Engineers as well as Institution of Plant Engineers and Engineering Council websites, governmental and policy documents, international standards and reports in a similar or related field written by other practitioners and peers. It forms a critique of the exploration of content reported in this case study. Sylin-Roberts (2000) approach considers the purpose of literature review as to show that one has good understanding of the background of one’s topic of investigation or research.

While definition of Commercial Leadership may be the application of leadership principles to a commercial environment and similarly, Technical Leadership may be the application of leadership principles to a technical environment, the schools of thought dating back to 20th century approach these leadership categories with more critical reflections.

Ratcliffe, R. (2013)., contrasts leadership to management by stating that, "Management is a set of processes that keep an organisation functioning. The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan." Leadership is very different. "It is about aligning people to the vision, that means buy-in and communication, motivation and inspiration." Former Prime Minister Winston Churchill is a great example of a leader, but he is not manager. "He is not beloved because he made the bureaucracy function."

Steve Jobs, (2012)., When asked what consumer and market research went into the iPad? Jobs replied, "None. It’s not the consumers’ job to know what they want." About leadership he said, "Technology is nothing. What's important is that you have a faith in people, that they're basically good and smart, and if you give them tools, they'll do wonderful things with them." European Framework for Quality Management (EFQM) Excellence Model (2013) comprises two key parts of enablers and results which helps people to understand the cause and effect relationships between organisation’s activities and what it achieves. Leadership is about providing clear strategic direction to achieve sustainable success. As per this EFQM model, an organisation’s enablers include Leadership, people, strategy, partnerships plus resources, processes, products and services which produce people results, customer results, society results and business results.

The requirements in Engineering Council, (2013)., CEng eBook (p.7) and Engineering Council, UK-SPEC. (2013: pp 26-27) is that among other competences, a Chartered Engineer should under competence “C”, Provide technical and commercial leadership. Technical leadership for effective project implementation, lead teams and develop staff to meet changing technical and management needs which is to Plan, budget, organise, direct and control tasks, people and resources. Finally, bring about continuous management through quality management. This section has explored the concepts of Commercial and Technical leadership by listing definitions and approaches from different schools of thought but most importantly by aligning these to required competence for a Chartered Engineer.

3. Methodology

To deliver on the project aim and objectives a methodology and approach based on primary information gathering which involved information received from the project promoter, PRASA, and through engagements with targeted stakeholders was utilised. The steps taken were as follows:

- Project Briefing and site Inspections: A site visit to Rhodesfield and Sandton modernised Train Stations (photo appended in appendices section) which set the benchmark standard was done as part of the project brief and inception meeting followed by intermittent site visits to the project site for purpose of data collection by the project teams
- Scope comparison meeting between the promoter and the consultant management team as part of Agile management process, identification of probable risks based on all project factors which include political, economic, social, technological, legal and environmental (PESTLE) and devising methods of mitigation
- Team Planning Meeting was initiated to identify the composition of leaders for the different disciplines comprising the project management team (PMT) and align the schedule of activities to the project outcome expectations
- Review of Site Drawings and Documentation Phase 1 was done to learn about the history of the existing facility and understand the shortfalls which called for modernisation
- Presentation of phase 1 was aimed at seeking the promoter’s (PRASA’s) opinion on first conceptual design for modernisation as well as obtain approval for continuation
- Site Documentation Phase involved review of all preparatory documentation, both commercial and technical between the promoter and the consultant to ascertain that sign-off was done after putting in place all changes per change requests
- Technical Documentation Phase 3 ensured all the design drawings, technical write-ups and specifications, local council submissions and approval were effected
- Final Tender documentation and public advertisement in media was done to ensure public accountability and provide open opportunity for all interested to bid for the tender
- Implementation Phase involved construction and contractor management
- Commission, Tests, training and handover involved review of compliance with standards and legislation and meeting all requirements for safe operability of project deliverables

This section has briefly described, from concept to completion, the method of approach that was followed in this modernisation project.

4. Project Execution Plan

The process involved identification, development, definition and control of the project scope which included planning for; schedule of task management, budget or cost management, resource (human and material) management, time management, communication management, quality management, risk management, stakeholder management, contract management and change management.

The plan for this project commences with the schedule of module unit activities which were designed to provide a time-activity based guidance on how to best tackle the assignment.

Figure below shows a summary of module structure based schedule of activities.

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Figure 1; module based schedule of activities based on class work.

Significance: Gantt recording of activities easily showcases all time-bound tasks and target completion of module course.

The Belle Ombre Train station modernisation project schedule was prepared based on agreement in the first project management team meetings held during the first week of July 2012. The project milestones were scheduled as shown below.

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Figure 2; Schedule of Belle Ombre modernisation project activities

Commentary: This schedule forms the basis of all activities agreed and reviewed in project management meetings during course of project work.

5. Analysis of project management activities

Role players (Promoter, Principal consultant, consultants and other primary stakeholders) based on New Engineering Contract (NEC) categorisation of contract by the Institution of Civil Engineers (1993) structure types and utilising the National Green Specification (NGS), went into an agreement to use a project design structure of Separate Design and Construction Contract (SDCC) as shown in figure 2 below:

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Figure 3; Project design of the contract.

Commentary on figure 3; The consultancy key disciplines had throughout the project had autonomy of managing their respective roles but with the bounds of channelling all kinds of project phase reports to the promoter through the Principal consultant, Molemo Consulting.

5.1. Communication Management

A salient aspect of both Commercial and Technical Leadership is effective communication at all levels and stages of any projects.

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