Over the last 10 years, the delivery of infrastructure projects and programmes by Network Rail has come a long way and so have the processes for governance and control of these projects evolved to serve the operational challenges facing the company, adapt to various contractual arrangements for project delivery as well as meet the demands of multiple stakeholders.
Apart from the re-development of iconic stations like London Bridge, Blackfriars, Farringdon, and the huge physical infrastructure improvements to signalling, track, telecoms, depot and rolling stock, that the Thameslink Programme brings to the railway network, perhaps one of the many achievements to be shared is how the Governance for Railway Investment Projects (GRIP) methodology was applied to such a diverse, multi-discipline, major programme by adopting a flexible but structured governance approach.
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