Channel Tunnel Project
An analysis of Channel Tunnel project
Introduction
Channel Tunnel project, which aimed to create a fixed connection between Britain and France, is one of the largest private funded projects in the world. It required the use of newest technology and great management skills in order to deal with unexpected changes. Also the cooperation of two countries’ governments, several constructors, banks and other agencies are needed to make this project run smoothly.
This essay divided the whole project into 4 steps in analyzing: conceive, develop, execute and finish. Further, it demonstrates the key advantages and disadvantages of Chunnel project including project scheduling, risk management, people management, cross-culture communication and so on with critical thinking. In addition, recommendations are provided due to the improvement in these procedures.
Background
The channel tunnel is one of the longest undersea rail tunnels in the world. It has an overall length of 50.5-kilometre and links Folkestone in the UK and Calais in the France. (Anderson, 1994) The proposal of building a fixed link across the English Channel was firstly created as early as 1802 by an engineer in France but it was shelved due to security and political reasons. In 1957, Louis Armand formed the Channel Tunnel Study Group and then presents a design of railway tunnel, bored of submerged, comprising a twin rail tunnel with a service tunnel to the government in 1960. (eurotunnelgroup.com) However, the British minister cancelled the project in 1975 due to financial problems and oil crisis. The project started again until the British and French government reached an agreement, which is finding private promoters for the construction without public funding in 1984. Finally, after negotiate with governments, banks and shareholders, constructions began in 1987 and completed in 1994. The American Society of Civil Engineers recognizes Channel Tunnel as one of the Seven Wonders of the Modern
Introduction
Channel Tunnel project, which aimed to create a fixed connection between Britain and France, is one of the largest private funded projects in the world. It required the use of newest technology and great management skills in order to deal with unexpected changes. Also the cooperation of two countries’ governments, several constructors, banks and other agencies are needed to make this project run smoothly.
This essay divided the whole project into 4 steps in analyzing: conceive, develop, execute and finish. Further, it demonstrates the key advantages and disadvantages of Chunnel project including project scheduling, risk management, people management, cross-culture communication and so on with critical thinking. In addition, recommendations are provided due to the improvement in these procedures.
Background
The channel tunnel is one of the longest undersea rail tunnels in the world. It has an overall length of 50.5-kilometre and links Folkestone in the UK and Calais in the France. (Anderson, 1994) The proposal of building a fixed link across the English Channel was firstly created as early as 1802 by an engineer in France but it was shelved due to security and political reasons. In 1957, Louis Armand formed the Channel Tunnel Study Group and then presents a design of railway tunnel, bored of submerged, comprising a twin rail tunnel with a service tunnel to the government in 1960. (eurotunnelgroup.com) However, the British minister cancelled the project in 1975 due to financial problems and oil crisis. The project started again until the British and French government reached an agreement, which is finding private promoters for the construction without public funding in 1984. Finally, after negotiate with governments, banks and shareholders, constructions began in 1987 and completed in 1994. The American Society of Civil Engineers recognizes Channel Tunnel as one of the Seven Wonders of the Modern
References: 1. Anderson, G. and Roskrow, B. (1994) The Channel Tunnel Story London, E. & F.N. Spon. 2. The channel tunnel history www.eurotunnelgroup.com [Online] available from < http://www.eurotunnelgroup.com/uk/the-channel-tunnel/history/ > 3. Reynolds, C. (1996). "Seven Wonders of the World: The Modern List". The Plain Dealer. 4. Genus A. (1997) Managing large-scale technology and inter-organizational relations: The case of the Channel Tunnel 5. Fairweather, V. (1994) The Channel Tunnel: Larger than life and late Civil Engineering—ASCE, Vol. 64, No. 5, 42-46 6. Pinto, J. K. (2010) Project Management: Achieving Competitive Advantage. 2nd Ed. New Jersey: Pearson Education Ltd. 7. Morris P.W.G. (1994) 'The Management of Projects ' London, Thomas Telford Ltd 8. Fast-track construction becomes the norm archrecord.construction.com [Online] available from < http://archrecord.construction.com/resources/conteduc/archives/0202fast-track-1.asp > 9. Channel Tunnel project overview www.batisseurs-tunnel.com [Online] available from < http://www.batisseurs-tunnel.com/amicale/doc%20UK/1%20Le%20Projet%20Tunnel%20sous%20La%20Manche_C.pdf> 10. Kerzner, H. (2009) Project Management: A System Approach to Planning, Scheduling, and Controlling John Wiley & Sons, Inc.