FASE EXPLORATORIA

The semi-integrated organisation has been mentioned the most during the interviews. The semi- integrated organisational structure is characterised by the fact that the client is handed over the project before, during or after the test phase. This implies that at least the trial phase and handover to the operator are the responsibility of the client. The exact point of the handover between contractor and client still differs depending on multiple factors. This could be done directly after building, after specific system integration tests, after the power on date or another moment. The organisation and contract determine until which point in time the contractor is responsible. The semi-integrated organisations could be divided into subgroups as well.

– Design-Build

– Design-Build Half Test – Design-Build Full Test ● Design-Build

Design-Build stops directly after the Site Acceptance Test (SAT), as visualised in figure 15 on the next page. The suppliers are installing their equipment on-site, and then the project management takes the role of coordinator for system integration. The coordination of the Test & Commissioning phase is the responsibility of the client. The suppliers, operator and knowledge centres maintain having a supportive role until the operation phase. The role of the contractors is limited since the project is already handed over to the client. This poses a potential risk for the client since the contractors are less involved. Luas Line and West Midlands Metro Birmingham are examples of a Design-Build organisation.

Potential risks The main contractor could deliver minimal quality The project organisation is not capable of coordinating

Potential benefits The project organisation can steer the project from an early stage in the project Interfaces with other projects and processes can be managed by the client

● Design-Build Half Test

Within this organisation, the test phase is split up in two stages. The main contractor coordinates part of the test phase and decides upon the testing schemes. The main contractor executes the first tests and coordinates the system integration. He is performing tests to prove that his equipment and system works according to his specifications. This is quite similar as has been done for the Uithoflijn. However, in the second half of the test phase, the project is handed over to the client. Tests related to the operator can be executed on behalf of the project organisation. This must be done to let the operator and asset owner accept the system. In this second half, the project organisation can prove that everything works according to the specifications of the client and satisfy the operator. The downside of this organisational structure is the soft separation within the test phase. Thus, strict agreements must be made beforehand. The client must deliberate on what they minimally require from the contractor before they can accept the handover. There usually is remaining work which could be done after the handover to speed up the process. The suggestion for this organisational structure came from the project organisation and operator from the Uithoflijn. They both suggested that it would have been better if the project organisation had some more time to do tests before moving to the trial phase.

The North-South line and Hoekselijn were examples of the Design-Build Half Test organisation. The main contractors performed part of the tests and then the project was handed over to the project organisation. They coordinated the second part of the test phase and the full trial phase together with the operator.

Potential risks Difficult to make a hard division between the responsibilities of the main contractor and project organisation.

The main contractor has limited control over other projects and processes.

Potential benefits The main contractor demonstrates to the client and operator that the systems work. The project organisation has time to perform additional tests more relevant for the client and operator.

● Design-Build Full Test

In the Design-Build Full Test organisation, the main contractor is handing over the project to the project organisation from the test phase to the trial phase. This implies that the full responsibility of the coordinating task during the test phase is for the main contractor. The benefit of this organisational structure is the strict segregation between the test phase and trial phase. This organisation is similar to the one in the Uithoflijn. For this project, the operator claimed that the main contractor was testing his own equipment and thus accepted his own system. This could reduce the quality of the system. If the client had tested the system, it could have been stricter according to the operator. Also, the East London line is an examples of Design-Build Full Test organisation.

Potential risks The main contractor is possibly not able to coordinate all parties due to difficult contractual relations

The main contractor has limited control over other projects and processes. The project organisation cannot influence the test phase.

Potential benefits The main contractor has the technical knowledge and performs the system integration Beneficial for the client since this implies less coordination for him.