Modernising the Victoria Line was one of the most critical and complex projects of its time, staying operational whilst fully renewing all critical assets. Adding complexity TfL was undergoing a behavioural transformation programme at the same time.
We combined systems engineering with project controls, keeping the integrated planning efforts at a sufficiently high level to allow for the local teams to be agile around problem solving whilst senior management dealt with interface risk and strategic issues.
This approach enabled a delivery programme that was achievable with buy in internally and externally, a cross organisational ‘Virtual Team’ using simple, clear, integrated information to revolutionise the Victoria Line in time for one of the most successful Olympics in history.