What is the Initial Control Baseline?

January 2010
Issue 3
What is the Initial Control Baseline?
page 1

page 2
Chief Executive’s Introduction 3
Profile - Paul Wiseman 4
What is the Initial Control Baseline? 5
Jargon Buster 6
HS&E Training 7
A New Approach to Performance Management 8
People News 9

Chief Executive’s
Introduction
Welcome to issue 3 of Connect Monthly.
Rob Holden
In the issue of Connect Monthly sent out just before Christmas,
I listed several key milestones we achieved in 2009. This year is
set to be an even bigger one for the project, and indeed our first
milestone is already upon us – the submission of the Initial Control
Baseline to our Sponsors for their review.
The Initial Control Baseline (ICB) is a vital piece of work we should
all be aware of as it defines what we are going to be doing for the
next eight years and it provides the measures against which our
achievements will be assessed. I won’t go into detail about it here,
as I strongly recommend that you read the article on page 5 and
bring yourself up to speed.
Internal communication on issues like this is very important to myself
and the Crossrail Executive Committee. We appreciate the need
for everyone to be aware of Crossrail’s objectives so we can all
understand our individual roles in ensuring we deliver a world-class
affordable railway.
With this in mind, on 5th February a Leadership Forum is being
held for senior managers within the Crossrail family. Key issues will
be presented and discussed, and all delegates will be given the
information, and the means, to cascade this to their teams. So look
out for more information on the ICB, Sponsor Review Points and
other important messages from your line managers.
Always remember however, that communication is not a one-way
process. If you are aware of something you think the rest of the
project should know about, let us know. Similarly, do not be afraid
to speak out if you have any questions.
Finally, I would like to wish you all a happy new year and hope you
are looking forward to 2010, and the exciting year it promises to be,
as much as I am.
Rob Holden
Chief Executive
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page 4
Paul Wiseman
Lead Change Control Manager
Paul Wiseman is Crossrail’s Lead Change
Control Manager, and the person to talk to
about the Initial Control Baseline (see the
next article for more on this). We asked
him a few questions …
What was the last book you read?
I’m not a great reader of fiction. I tend
to prefer non-fiction, travel books for
example. Though I did recently read
A Thousand Splendid Suns by Khaled
Hosseini (author of The Kite Runner).
Describe a typical day for you.
Always busy! I have a lot of informal
meetings with people across the
project. I’ll then connect together all the
information I got from these meetings
so that others can understand potential
changes to the programme.
Do you play a musical instrument?
Not any more, but I used to play drums in
my youth.
Does your role bring you into contact
with Crossrail Ltd’s partners?
A little. I work a lot with Crossrail Central
and to a limited degree with the other
industry partners. Again, making sure that
everyone’s information joins up.
How will the Initial Control Baseline
(ICB) affect the majority of Crossrail
employees in their day to day working
lives?
Directly, it will provide a single clear plan
for everyone to work towards. On an
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Paul Wiseman
indirect level, it will give our Sponsors
confidence that we understand what is
needed to deliver the project.
What is your most annoying habit?
I’m a bit of a wordsmith. The red pen
tends to come out when reading other
people’s copy!
What is your favourite pastime?
Walking and mountain biking - I live near
the Berkshire Downs so I’m quite lucky to
have all that open space so close to me.
I’ve cycled in the Loire Valley and India,
and I’ll be cycling the Bavarian Alps in
June.
What is the biggest challenge in your
role?
Trying to make sure everyone works to the
same plan. Also, deciding when change
needs to stop and putting a freeze on
things.
Describe the ICB in 30 seconds
Essentially, it’s a summary of what we’re
going to do to delivery the project. So it
translates the Sponsors’ Requirements,
considering commitments and constraints,
into the design and physical scope,
schedule and estimate of cost. Finally, it
gives us an understanding of the risks and
opportunities.
What’s been your proudest moment?
My daughter recently getting into
Cambridge to study French and Italian.
page 4

What is the Initial
Control Baseline?
You might not even realise it, but if
you are reading this then you are
almost certainly working in some way
towards producing Crossrail’s Initial
Control Baseline, or following it as our
plan.
What is the Initial Control Baseline?
The Initial Control Baseline (ICB) is, in
simplest terms, a comprehensive plan
of what we are going to do to meet
the Sponsor requirements and deliver
Crossrail.
Why do we need it?
A baseline is a vital control tool for
any complex programme. The ICB
will provide us with a plan agreed
by all those involved in delivery, and
therefore a basis for monitoring
progress and controlling change. It
will include:
• Statements of the requirements,
commitments and standards which
we need to meet in delivering
Crossrail;
• A schedule indicating the activities
of all parties, highlighting interfaces
and identifying the activities which
must stay on time to meet the 2018
opening date;
• A cost forecast as a basis for future
budgets;
• A risk and opportunity forecast.
It is also an effective way of giving
our Sponsors confidence that we
understand what it will take to deliver
Crossrail. As such, it is a key input
to Review Point 3B, which will take
place in Spring 2010 (click here to
read more about the Review Points in
the special issue newsletter issued in
November 2009).
Where does it come from?
The ICB defines the requirements of
our Sponsors and stakeholders. It
reflects the input plans from our key
delivery partners, Crossrail Central
and Network Rail, as well as providing
an up to date position for our other
partners. It has been developed
through a process of aligning,
consolidating and summarising our
partners plans.
What happens next?
The ICB is being submitted to our
Board and our Sponsors for review in
February, and we will let you know the
results of this.
We will be able to control our
progress more effectively against
the Initial Control Baseline. We will
be monitoring progress against key
management activity and procurement
milestones and controlling expenditure
against revised definition of scope and
budgets.
It is envisaged that Control Baseline
updates will be produced on a
nominally six-monthly cycle, so that
we will always have a sufficiently
current plan.
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page 6
Jargon Buster
This jargon buster is a cut-out-and-keep guide to some key terms used in reference to the
ICB …
Crossrail Project
Functional Requirements
(CPFR)
Comprehensive
Spending Review (CSR)
Initial Control Baseline
(ICB)
Joint Sponsor Team
(JST)
Project Development
Agreement (PDA)
Periodic Programme
Reports (PPR)
The Programme’s response to the Sponsors’ Requirements,
expanding on each Sponsors’ Requirement into a more
technical expression of what is required to be provided for all
elements of Crossrail
A governmental process carried out by HM Treasury to set
expenditure limits and define key improvements
A comprehensive plan of what we are going to do to meet
Sponsor requirements and deliver Crossrail
The working level channel for interaction between CRL and
the project Sponsors
A document setting out CRL’s role in managing the Crossrail
project and defining our main rights and responsibilities to
the Sponsors.
A monthly snapshot of Crossrail’s progress at all stages of
the programme lifecycle, covering progress and including a
comparison of actual progress against planned activities and
current trends in both schedule and cost
Review Points Reviews by our Sponsors and HM Treasury of the progress
and forecast costs of Crossrail
Semi-Annual Crossrail
Report (SACR)
Master Control Schedule
(MCS)
Project Control Schedule
(PCS)
A programme-wide six month look-back and six month
look-ahead with information from the PPRs that shows
current expenditure versus budget, progress versus plan
and a forecast of the anticipated final cost relative to the
intervention point mechanism
The full programme wide schedule detailing the sequence of
all of the activities required to deliver Crossrail, as maintained
by CRL
The schedule of all activities required for the delivery of the
Central section works, as maintained by Crossrail Central
New Works Baseline The baseline of standards applicable to the design and
construction of the Central section
Scope Book A description of the works envisaged at each location for
the whole of Crossrail, summarising the current design, and
ordered in accordance with the Work Breakdown Structure
Work Breakdown
Structure (WBS)
The structure maintained by CRL, by which the various
activities which comprise the Crossrail works have been
represented within the Master Control Schedule, the Cost
Estimate and the Scope Book
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page 6

In the November 2009 edition of Connect Monthly we communicated our plans for
making bespoke Health, Safety and Environment training courses available for all our
staff through a suite of online e-learning packages.
We are now in a position, once you have received an email invitation from Learning and
Development, to request that you commence logging on and sitting these courses.
The process will call upon you to self-book onto courses via the Learning & Development
central system located on Crossrail Connect. This system will also track and monitor
attendance, completion of courses and the issue of certificates.
The following courses are available through this route:
1. Health Safety & Environment Management System Awareness:
A mandatory course for all – duration up to 1 hour
2. Managing Safely for Crossrail:
Tailored to Crossrail project staff with management responsibilities and fully accredited
by IOSH (mandatory for appropriate staff roles – duration up to 25 hours e-learning plus
a written project taken over a four month period)
3. Working Safely for Crossrail:
Tailored to Crossrail staff in general and fully accredited by IOSH (mandatory for staff not
taking ‘Managing Safely for Crossrail’ – duration up to 8 hours e-learning)
4. Managing the Environment at Crossrail:
Tailored to key project managers and senior engineers with site responsibilities
(mandatory for CPM’s/CPR’s/IPM’s and selected senior engineers – duration 6 hours
workshop)
Our aim is to bring our vision and values to life by putting them into practice. To do
this we all have a practical need for the appropriate knowledge, skills and know-how
such that we can all play our part to the full. This programme of training is suited to all
employees and tailored to both the needs of the project and to each person’s role and
responsibility.
Thank you for your commitment and good luck with the training.
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page 8
A New Approach to
Performance Management
Taking personal responsibility for managing your own performance is crucial, particularly
as Crossrail transitions into a delivery organisation. To support you in doing this we have
evolved the performance management process to make it simpler, more open and more
focussed on better quality conversations (rather than form-filling). We’ve also ensured it is
in line with our new values.
To develop the process, we held a number of focus groups and asked how you would like
the process to develop.
The Focus Groups said… So we have …
… you wanted simpler paperwork … simplified the paperwork so it focuses
directly on performance, is clear and easy to
use, and can be used electronically
… you wanted more emphasis on a
better quality of conversation between
you and your line manager
… you wanted more training in how to
hold a really meaningful and effective
performance discussion
… you wanted regular, 1-2-1 informal
meetings that encourage direct, clear
and skilfully handled feedback
…created a simple performance coaching
framework that can be used informally and on
an adhoc basis.
…and removed the need to submit lots of
paperwork to HR; from now on only two
documents need be sent in
… arranged briefings for all employees
and coaching for all line managers, so
conversations develop a real quality, depth and
relevance
… abolished the need for a formal half yearly
review and replaced it with a monthly 121
conversation
The result is a process that focuses on the most beneficial aspect of performance
management - the discussion a line manager has with their team member in order to
improve performance on a continuous basis.
Steve Cordell has taken up the new role of Performance
and Talent Manager. His first job is to introduce the new
performance management process. He, together with colleagues
from Organisational Development, will run briefing sessions for
CRL employees and training and coaching sessions for all line
managers. He’s also there to make sure that the new process
works well and to answer any questions you may have.
You can call him any time on x 2491 or email stevecordell@
crossrail.co.uk. Steve will be contacting you shortly with details
and dates of the sessions.
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page 8

PEOPLE NEWS
Please welcome on board the following people:
Tracey Bailey,
Area Community
Relations Officer
I have been caring
for my family and
working part time
as a personal trainer
prior to joining the
stakeholder team
as Community Relations Officer for the
Central East area. I previously worked
for London Underground Ltd on various
projects including the East London line
and Croxley Rail link. I am a member
of the parent staff association of my
children’s school and also enjoy running,
going to the gym the travel.
Johnny Clarke,
Interim Document
Control Manager
My background
encompasses
projects such as
CTRL-HS1 and
BAA T5. When not
working I spend
spare time restoring my 1949 Chrysler;
I wager Crossrail will be running before I
get finished! I’m also on the committee
of my son’s Sea Cadet Unit, devising
strategies to raise funds … donations
most graciously accepted! Before me
a challenging and exciting role, on a
challenging and exciting project!
Chris Sexton –
Technical Director
I was educated
at St Edward’s
School and Keble
College, Oxford. On
graduation I entered
Sandhurst and was
commissioned into
the Royal Engineers and spent the next
30 years around the world. I served
on operations in Iraq, Afghanistan, the
Balkans and Northern Ireland and I am a
graduate of the Indian National Defence
College in New Delhi. My recent military
appointments included Policy Adviser to
the Chief of the General Staff, CEO of
the Royal School of Military Engineering
and Chief Engineer of the Army, the latter
responsible for 10,000 military engineers
and for the UK’s military engineering
capability worldwide.
I left the Army in 2007 to become Head
of Engineering for Laing O’Rourke
(Europe), the UK’s biggest privately
owned construction company. I live in
Camberley Surrey with my wife Annie and
two teenage children. My interests are
rugby (I played for Northampton Saints
many years ago and was Chairman of
the Army Rugby Union for five years),
cricket and political biography.
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page 10
PEOPLE NEWS
Colin Hamling –
Insurance and
Commercial
Manager
I’m a Chartered
Insurer with over 25
years experience
in insuring heavy
liability including
construction and transportation. At one
stage after privatisation, I insured every
item of rolling stock in the UK, and the
liability of almost every franchise, and
more recently led the insurance package
for London 2012.
Main hobbies are transport and military
history, agonising over Notts County, and
swimming competitively at Masters level.
I also maintain an interest in dowsing and
water divining. I live in the shadow of
the North Downs near Dorking, and end
enjoy the vestiges of once-wild country
For many years I have been a Trustee
of the Friends of London Transport
Museum (a registered charity). I have
also been involved professionally with
both the Health and Safety group of
CCG (Construction Clients Group) and
the launch of SSIP (Safety Schemes
in Procurement) aimed at improving
basic Health and Safety among small
contractors / sub contractors, producing
commonality between pre-qualification
schemes, and raising CDM awareness.
Laura Ramirez –
Tunnelling Academy
project Assistant
There are two things
I am quite passionate
about - people and
food! Most things
I do (at work and
leisure) involve
these two elements. Recently, I was
with ConstructionSkills for nine years
as apprenticeship administrator and
then as training co-ordinator for onsite
programmes. Before that I worked
for a charity for the urban poor in the
Philippines. I love cooking and so, to my
friends, my flat is the official party place!
Daniel Garrity
– Safeguarding
Coordinator
Before joining
Crossrail I was
working in the
Film and Television
Industry. I have
recently taken up
running again after ten years of smoking
and completed a Santa run for the
Children’s Heart Federation last month. I
am also doing a skydive for the Everyman
charity next year.
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PEOPLE NEWS
Brian Morris-
Programme
Security Manager
I have joined
Crossrail from Laing
O’Rourke, where
I was the Group
Security Manager
for ten years.
Prior to entering construction, I was a
Metropolitan Police officer, and retired
as a Detective Superintendent, having
worked in central London, and on several
specialist squads. During my police
career I conducted investigations in the
Bahamas, and in Pakistan, in addition to
working in London. I also worked on the
‘Learmont Review’ of the Prison Service
in 1995, after several escapes from high
security prisons.
Lebene Lotsu
– Financial
Accounting
Manager
I joined Crossrail
from TUI Travel Plc,
better known by their
brands; Thomson &
First Choice, where
I was Financial Controller for their Ski
Division. Whilst at TUI Travel, I took the
opportunity to try my hand at skiing for
the very first time. Whilst I enjoyed the
experience, I’m certainly in no hurry to
get back on the slopes.
I do however enjoy being active and my
interests include Wing Tsun Kung Fu,
which I take quite seriously and cycling.
My wife works for the Motor Neurone
Disease Association which means that I
often get involved in supporting various
fundraising events and other volunteering
activities whenever possible.
I look forward to meeting many of you
over the coming months.
Martin Rowark
- Head of
Procurement
I am a Member of the
Royal Institution of
Chartered Surveyors
and commenced my
career in construction
as a Management
Contractor. I joined Railtrack at their
floatation and worked at Great Western
Zone and later Southern Zone, leading
the Contract and Supply function. In
2001 I joined leading international
construction consultants Davis Langdon
LLP as Head of Civil Engineering and
Railways, operating from London. This
role involved commissions on CTRL,
West Coast Route Modernisation, The
White City Development, ETRMS and
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PEOPLE NEWS
Metronet Trans4m/Alliance. Following
this I acted as Deputy to the Head
of Procurement for the London 2012
Olympics. Most recently I have been
advising the TfL team delivering the East
London Line. I am married with two
children; my hobbies include competitive
cycling and motorsport.
Nigel Dingley
– Governance
Manager
My role is working
in David Livesley’s
team helping to move
the governance
processes forward.
Having started in
November, I’m now just starting to get to
grips with the complexity of the Crossrail
project.
Prior to joining Crossrail I was company
secretary at a small plc hotel company
and before that I worked for Tesco
building the governance systems in their
international subsidiaries.
For relaxation outside of work I spend
a lot of time researching aeronautical
history. I’m a Council Member of
Air-Britain the association of aviation
historians being involved on the
marketing of the books they publish and
various other activities around old aircraft.
This month we will be saying to goodbye
to Tiziana Beatham, Neil Moss and
John Parrott who are all moving on
to new jobs. We will also be saying
goodbye to Lesley Trainor who is
moving back to Australia. Thank you
to all of you for your hard work and
contribution and good luck for the future.
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