Project management can be categorized into four aspects which are cost, schedule, quality and security control, in which the control of cost and schedule are the most important. The objective of this report is to review the project management, monitoring mechanisms of the MTRCL on the implementation of the XRL Project. Then, identify some of the major problems involved in the project implementation and to make recommendations correspondingly for improving the above systems, processes and practices.
The Government of the Hong Kong Special Administrative Region entered into an agreement of entrustment with the MTR Corporation Limited (the ‘MTRCL’) to oversee the construction and commissioning of the Hong Kong Section of the Guangzhou- Shenzhen- Hong Kong Express Rail Link (XRL Project). In terms of the agreement, the MTRCL was to deliver the Project for a cost of HK$65 billion with the planned completion date 4 August 2015. The objective of this project is to enhance Hong Kong’s status as an entry to the Mainland. It helps to connect Hong Kong with the Mainland’s through a National High-speed Railway Network. This enable the passengers to travel between Hong Kong and Mainland cities at speeds of up to 200 km/hour. However, on 15 April 2014, the Secretary for Transport and Housing announced that there would be a significant delay in the completion of the XRL Project, the completion date would have to be extended to an unspecified date in 2017. There had been no earlier public announcement of any extension to the scheduled completion date of the Project. As a result, the news instantly caused widespread of public concern and feared in the extensive cost overruns.
In this assignment, I am going to analyze some of the root causes of the XRL (HK section) project delay in term of the knowledge of project management and how to avoid these if I am the project manager of MTRCL. First, I would like to focus on the responsibilities and roles...