HS2 Stakeholder Analysis

What is HS2?

High Speed 2 is the Labour party’s initiative to connect the North and South of the UK with a high speed, low carbon train network. It was officially launched in 2009 by Labour and has faced difficulty after difficulty trying to get the work started.

Phase one of HS2 is to connect London to Birmingham, and this has the green light from the government. Opposition has arisen from the constituencies that have been split, residents that have had their homes demolished and parties, such as UKIP and the Greens have slandered the project, calling for it to be stopped. However, the work to start phase one was green-lighted in parliament in 2017. Phase two, connecting Manchester and Leeds has not had complete permission granted yet and is in jeopardy of being stopped completely.

Stakeholders

Stakeholders will need to be identified, there are many ways to do this, like brainstorming, advice and guidance from similar projects and continual monitoring will help identify stakeholders as well.

Stakeholders:

Internal Stakeholders External Stakeholders
Demand Side Supply Side Private Public
·        Department for Transport (sponsor)

·        British Government

·        Allan Cook, Chairman HS2 Ltd

·        Engineers

·        Contractors

·        Material Suppliers

·        Railway Industry Association

·        Staff

·        Local Residents

·        Local business and landowners

·        Special interest groups

·        Environmentalists

·        Conservationists

·        Archaeologists

·        Other Rail networks

·        Transport businesses

·        Taxpayers

·        Local Councils

·        Regulatory Agencies

·        Newspapers
/media

·        European Rail Freight Association

 

 

Once you know who the stakeholders are you should analyse this further, creating a register with their information to determine how they should be managed.

Mendelow’s Power-Interest grid can help to breakdown the stakeholders into categories to help establish the best ways to communicate with them:

powerinterest

 

Golden Gate Bridge Example

Simplified Business Case for the Golden Gate Bridge

This weekly upload is going to be a study blog, written to help me revise my course, Project Management BSc. Hopefully, it will also create a good overview for anyone else looking to study the same thing.

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In response to my last post, I wanted to share a rough draft of a simple business case. Using my University’s description of a business case, I have tried to come up with something similar, referring to the Golden Gate Bridge. I haven’t addressed all the key elements of a business case here, because I either struggled to find any research on that specific part or I wasn’t confident enough with my answer. If anyone does have any good feedback, that would be helpful. However, this is just my take on a quick task, nothing serious, perhaps as my course matures, I will be able to return to it and extend it a bit further.

Strategic Case: A solution is needed to connect the almost 2-mile gap between Marin County to San Francisco as there was no way round at the time.

Options Appraisal:

  Option Cost
1. Do nothing Minimum
2. Build a Bridge (recommended) Maximum
3. Invest in Boats Average

Expected Benefits and Disbenefits:

Option Benefits Disbenefits
Do nothing Saves cost, saves resources No direct link between Marin County and San Francisco Bay
Build a Bridge Direct link between Marin County and San Francisco Bay, opens up employment (on construction and between the 2 areas), more roads leading to less congestion. High cost, high risk construction, disapproval from business owners and civic leaders, ruin the view of the bay, obstruct ships, requires maintenance
Invest in Boats Increased access across the bay, increased revenue and employment for the shipping business Requires maintenance, will not allow car access between the 2 areas

Financial Case:
Engineers estimate of $25-30 million to construct.

$35 million in bank bonds granted

Bank of America President Amadeo Giannini, who provided a crucial boost by agreeing to buy $6 million in bonds in 1932. https://www.history.com/topics/landmarks/golden-gate-bridge

pexels-photo-2068975.jpeg

Photo by Alexander Mils on Pexels.com

Risks of Building the Bridge:

  1. Hazardous working conditions – impacts the workers and their family’s health and wellbeing
  2. There was risk of insufficient funding after the Great Depression – may cause the bridge to remain uncompleted, or could lead to a delay in the project
  3. Earthquake – after the 1906 San Francisco earthquake there would be worries of insufficient measures to avoid bridge collapse, which would incur additional costs and endanger lives.

Time Scale:
Drawings for the bridge were submitted in 1921 and were passed in 1933. Building work was completed in 1937.

Benefits realised after one year “June 30, 1938: During the first full fiscal year, the Golden Gate Bridge serves 3,892,063 motor vehicles, carries more than 8,000,000 passengers, and in excess of 400,000 pedestrians walked the sidewalks (GGBHD Annual Report FY37/38).”

According to http://goldengatebridge.org/research/GGBTraffToll.php, the toll for the bridge was 50 cents each way in 1937, so according to above study, in the first year the bridge would have roughly earned $1,946,031.50 in it’s first year.

img_0110

If you have any tips on how to improve this, please let me know!

OTHER SOURCES

http://goldengatebridge.org/research/dates.php

http://goldengatebridge.org/research/GGBTraffToll.php

https://www.history.com/topics/landmarks/golden-gate-bridge

Week One at University

This weekly blog is going to be a study blog, written to help me revise my course, Project Management BSc. Hopefully, it will also create a good overview for anyone else looking into studying the same thing.
16th September – spent learning about what makes a project and how it differs from a programme or portfolio.

Programme – a collection of projects all under one umbrella, can be associated with bigger changes over long periods of time, based on a strategic vision

Portfolio – Oversees the projects and programmes to ensure they contribute to the business strategy, ensures that daily business is continued, managed at different levels within the organisation

A project is different from everyday business because it has a defined start and end date, it has a different team of people using different skills, a budget is set in place and it is unique but most importantly, it delivers an output. Business as usual however is very repetitive, the team is well established, and the projects output typically should benefit the organisation.

A PROJECT creates OUTPUTS for the organisation which leads to OUTCOMES that BENEFIT the organisation.

Project                                                                                           Business as Usual

Susceptible to change                                                                    Optimising and reducing cost
Delivered within a specific budget and timescale                   Continual improvement
Risk                                                                                                    Do not want any risk
Creates an output                                                                           Creates outcomes

The difference between a programme and a portfolio is the portfolio ensures that the work taking place is meeting the needs of the organisation and the programme is to make sure that projects are all taking place correctly.

In summary.  Portfolio management is about doing the right projects, to deliver an organisation’s strategy and objectives. Project and programme management is about doing projects right! https://www.apm.org.uk/news/projects-programmes-and-portfolios-so-what-is-the-difference/

17th September – Spent learning briefly about project life-cycles and focussing mainly on the project scope, including work breakdown structures.

A project scope is a definition of the full extent of a project, including its benefits and constraints. It is fundamental to the project as it clearly communicates the end result for the key stakeholders so there will be no false expectations. 9 elements of Project Scope:

Project objective – Acceptance criteria – Deliverables – Milestones – Technical requirements – Limits and exclusions – Constraints – Assumptions – Review

To manage the scope efficiently you would firstly collect the project requirements and define the scope to utilise a Work Breakdown Structure:

A WBS defines the activities that need to be completed on a project and estimate the time and resources needed to achieve them, it’s main purpose being to communicate a logical structure of the work that needs to take place to complete the project. This is helpful in scope management as it focuses on deliverables that means you can monitor and control the project.

Project Life Cycle

A project flows in phases which allows it to be managed more easily as it creates natural check points and therefore allows planning and control to be more effective whilst also maintaining a consistency across an organisation.

Typical project life cycle has 4 stages:
Defining: Goals, tasks, specifications and responsibilities
Planning: Schedules, resources, budgeting, risks and staffing
Executing: Status reports, changes, quality and forecasts
Delivering: Customer training, transferring documents and lessons learned

After these stages are complete the output should create benefits and these are realised during the extended life cycle.

September 18th – Learning about business cases and their importance for outlining the project and also touching on stakeholder management.

A business case is evidence supporting why a project should or should not be undertaken, it does this by outlining the benefits, costs and the risks of other solutions and provides a basis for the preferred solution. It is used to provide justification for financial commitment from sponsors and will provide baseline for benefits to measure against, also it will help make decision making clearer.
A business case can achieve this by outlining the alternative options and outlining the preferred solution, highlighting the benefits and disbenefits or the project, estimating timescales and costs as well as the risks and other factors such as the scope and success criteria.
Author – Project Manager                       Owner – Project Sponsor

Stakeholder Management

Stakeholders are the people who are involved in a project or are affected by it and it is important that we manage these people for many reasons, including, the can help to define the success of a project and they could cause problems for the project if they oppose it. The 4 steps to managing the stakeholders are as follows:
– Identify stakeholders (people performing or affected by the work, owners, shareholders, customers, statutory or regulatory bodies)
-Assess their interest and influence (how will they be affected by the project, will they support or oppose the project, what influence do they hold)
-Develop communication plans (a dynamic plan is often included in the project management plan)
-Engage and influence them (it is important to communicate to all stakeholders to avoid any false expectations, based on their engagement with the project you can determine how often to approach them)

Benefits Management: Identification, definition, planning, tracking, and realisation of business benefits. (APM, 2012)

My Project: Victoria House