NR NR/L3/INI/P3M/129 ISSUE 1 PDF

This manual and its associated modules specify the principles to be adopted for, and the roles and responsibilities associated with, planning and scheduling projects as part of the Governance of Railway Investment Projects (GRIP) project delivery framework.

This manual and its modules is part of the P3M framework and relates to NR/L2/INI/P3M/101. It applies to all projects and programmes that require Investment Authority as defined within IR01, Investment Regulations, and:

a) enhance or renew the operational railway: and / or

b) are carried out in a high street environment, e.g. car park developments.

NOTE 1: IR01, Investment Regulations, is available on Connect (IR01 is an internal document available to staff within Network Rail only and can be accessed via the following hyperlink or can be made available externally on request to [email protected]):

http://connectdocs/NetworkRail/Documents/CorporateServices/Finance/FinancialControl/Investment%20Regulations.pdf

NOTE 2: See the following link for definitions of Projects, Programmes, and Portfolios in Network Rail. http://oc.hiav.networkrail.co.uk/sites/GRIP/Core20Documents/P3M%20Definitions.pdf  

This information is available externally on request to:

[email protected]

Purpose

This manual provides guidance and mandated requirements for planning and scheduling. The modules with this manual define and mandate the schedule requirements to develop and maintain quality project schedules.

The project schedule satisfies the business need for a forward plan or time table and measurement tool. This manual and its modules aim to deliver a consistent approach to scheduling for Network Rail (NR).

Applying the requirements will reduce risk associated with inconsistent scheduling, measurement and progress recording. The schedule provides the communication tool contributing to increased confidence and avoiding reputational fall out and increased cost risk associated with poor scheduling.

Progressing and reviewing the schedule promotes early mitigation to maintain the plan. An informed decision making process is supported by the schedule.

In addition the schedule will demonstrate the following threats or opportunities:

a) interfaces, integration, interdependencies;

b) cause and effect – progress will have an impact on future plans;

c) workstream/workpackage visibility aids successful coordination; and

d) increase the probability of success opposed to the risk of failure.