Through thought leadership pieces, presentations, opinion editorials, and interviews, this is where we share our insights and perspectives on programme management, ERTMS/CBTC deployment and the infrastructure and transport sector in general.
Showcasing our perspectives on effective implementation, governance, and delivery - and reflecting our commitment to excellence.
Knowledge is power. And it is even more powerful when shared.
A selection of our pieces
COMPLEXITY IN PROGRAMME MANAGEMENT
Why we should stop talking mechanics and instead approach complexity with complexity.
Recently, our CEO, Thilde Restofte Pedersen, was invited to participate in a thought leadership piece on programme management — an integral aspect of our approach to large-scale digital infrastructure and rail programmes.
However, while programme management was the theme, the questions mainly circled around project management tools, as if programme management is a piece of mechanics.
While the intent was admirable, oversimplification poses a significant risk for digital infrastructure and rail programmes, as it can result in extensions of time, excess costs, and failure to implement and leverage the benefits of the system. In an age where brevity is celebrated, the risk of minimizing complexity is akin to navigating treacherous waters without a map.
This is not to say that you shouldn’t try to simplify the complicated. But there is an art to simplification, to distill the complicated without compromising the core of the complex. The key lies in distinguishing between the complicated and the complex – efforts to simplify the complicated are commendable but mistaking it for complexity risks diminishing the chance of success.
As organizations embark on ambitious digital infrastructure and railway/metro initiatives, the need to meet complexity with an equally intricate approach becomes paramount. And complexity demands a complex approach for a reason. Oversimplifying the management process jeopardizes the very essence of ambitious programmes.
However, in our experience, despite its pivotal role, programme management is often overlooked, erroneously perceived merely as an extension of project delivery. Recognizing and leveraging programme management as a concept and discipline is paramount in ensuring the seamless orchestration and sustained success of transformative initiatives.
Programme management is not just a buzzword; it's the strategic framework that orchestrates a symphony of interrelated projects and activities. Imagine attempting to navigate a grand symphony as a single instrument – each project contributes unique notes to create a harmonious masterpiece. Similarly, programmes thrive when we acknowledge and embrace their intricacies.
Staying in the orchestral metaphor, programme management is the strategic conductor, responsible for unifying the orchestra while keeping them on time and on point – conducting the path towards success and ensuring that the orchestration of projects results in a harmonious and enduring impact on the organization.
Let's keep simplifying the complicated but resist the temptation to oversimplify the complex. And recognize that meeting complexity with an equally sophisticated approach is not just a choice but a necessity for success.
ERTMS IS ANOTHER KIND OF BEAST
Why programme management is critical when re-signalling and implementing digital signalling systems.
When attending conferences, we usually experience several interesting presentations. Many are typically of technical nature, which is the norm in the railway sector. But we also see more and more presentations on the approach to management and governance when implementing digital signalling systems.
It made us reflect on the approach to implementing digital signalling systems and train control across infrastructure managers and organisations today.
Acknowledging the necessity to proactively approach programme management is key. Because it really isn't just another project delivery – it's a strategic imperative that demands meticulous planning, foresight, and an understanding that programme management is the linchpin for organising, delivering, operating, and maintaining cutting-edge digital signalling systems.
That was also why we took particular note of the Danish infrastructure manager, Banedanmark, and the Norwegian infrastructure manager, Bane NOR's, presentations on their respective ERTMS programmes at a recent conference. Banedanmark emphasized that "ERTMS projects cannot be handled as traditional railway projects" and that “classical LEAN and PRINCE2-tools will not suffice to control a program” stressing the need for a different approach focusing on programme management. Bane NOR’s presentation included some of the challenges facing their programme, one of which being that it is "hard to manage and plan". We couldn't agree more.
It is crucial to set the stage right from the start to ensure seamless integration extending beyond mere project delivery. Establishing the necessary programme management and governance to navigate the complexities inherent in the development and implementation of digital signalling systems is essential. Because going from analog, legacy systems to digital, IT-based systems entails requirements for different skills, rules, methods, processes, planning, collaboration between delivery and operations, and reliance on suppliers – to name a few.
Our CEO, Thilde, emphasized this as part of the Expert Committee tasked with providing a second opinion on the Dutch ERTMS program earlier this year – an opinion which has recently been published to the Dutch government. This leads us to the title, which the Programme Director for the Dutch ERTMS programme in his remarks to the second opinion has quoted Thilde for saying: “ERTMS is another kind of beast”. Both from a technology and no less a management and governance perspective.
Rolling digital signalling systems out also means rolling them into the organisation. This guiding principle underscores our belief that the implementation of these systems begins well before procurement. It's a comprehensive process that demands a holistic view, recognizing that it is much more than just another project delivery – it is a transformational journey from both a digitalization and organisational perspective.
INTERVIEW WITH NORDIC SIGNALS CTO, DAVID CHABANON
The interview for the New In Signal-newsletter explores the dynamics of digitalizing railway signalling systems, from benefits and challenges to the role of emerging technologies and opportunities facing the industry.
Our next guest is David Chabanon, CTO at the consultancy Nordic Signals and railway signalling expert.
David, thank you for joining us today. As an expert in railway signalling, you are just the right person to discuss different topics from the field, including the digitalization of railway signalling systems.
David, please introduce yourself and briefly overview your current area of work.
My name is David Chabanon. I am CTO at Nordic Signals – a Copenhagen-based consultancy advising partners in both North America and Europe on the implementation of new, digital signalling systems and program management.
I started Nordic Signals back in 2019 after having spent more than two decades at global engineering consultancies working in different technical and project management roles and for large infrastructure projects and programs across the globe.
My expertise and passion lie within the implementation of new signalling systems, including CBTC, metro GoA2 and GoA4 systems, and ERTMS. Today, I advise large and complex projects for re-signalling programmes, covering all phases of life – from business case and feasibility study development, requirement specification, to procurement evaluation and implementation.
Can you provide an overview of the key benefits and challenges associated with digitalizing railway signaling systems, and how this technology is transforming the railway signalling industry regarding operations and maintenance?
The benefits and challenges are of course specific to each project, infrastructure, and geographical characteristics. All else equal however, the benefits of digitizing the railway and implementing new digital signalling systems include the opportunity to increase capacity, improve safety, and increase the reliability, availability, and maintainability of the system. In turn, this can also lead to cost reductions for maintenance and operations. Of course, there are also interoperability requirements and opportunities, for instance for implementing ERTMS on cross-border railway lines.
The challenges and solutions in my view can be summed up to the empowerment of implementing organizations, the reinvigoration of an exhausted supplier market, and the simplification of product complexity. Let me explain in a little more detail these perspectives.
The empowerment of implementing organizations relates to the infrastructure managers – and the railway in general – today being conservative and organized thereafter. To successfully implement new digital signalling systems and reap the benefits therefrom, the full cycle, from delivery to operations must switch gear. And the delivery must be organized holistically and programmatically – it cannot be handled as a project or set of independent deliverables.
Depending on the contractual arrangement, the implementing organization will also become more reliant on the supplier, meaning that they cannot fix everything themselves. Processes must be implemented and changed; organizations must adapt. Oftentimes this consideration and reflection is not acknowledged by the buyer and infrastructure manager from the outset. In our consultancy, we go a long way in emphasizing that these considerations and the programmatic approach in general is key to increase the organizational maturity and enable them to deliver their project on time, within budget and realizing the full benefits of their system.
The reinvigoration of an exhausted supplier market relates to the market of digital signalling systems today, which is oligopolized at best – with few suppliers and an enormous range of current and forthcoming digital signalling deliveries. Take the ERTMS deployment in Europe as an example. Almost all countries in Europe are already or will need to deploy ERTMS on their main lines or corridors in the coming years, but delays are experienced in the implementation plans across the current implementing countries in both Northern and Southern Europe. Just imagine what will happen when a country like Germany will ramp up their ERTMS-deployment efforts as well.
These delays are due to multiple different factors, and it is important for me to stress that this is not only due to the suppliers, but it is well known across the railway industry that the necessary human resources are not there. The railway sector must become more attractive for young professionals and talents. Further, and partially related hereto, I think that the suppliers must take responsibility for their delivery and increase their own maturity as well – deliver realistic plans, setup own governance to increase their ability to deliver, not ‘overselling’ products etc.
This also leads me to my last sentiment of simplifying product complexity. The railway industry must across the board – from buyer to supplier and operator – seek to simplify product requirements to increase system deliverability and thereby make the supplier market expandable.
A new digital signalling system can do a lot and must. But in my view it is a problem if it is seen as the catalyst for solving all thinkable and unthinkable problems. As an engineer myself, we are brought up to identify problems. But this can result in too many theoretical problems being identified, which the product – the system – must solve. The same can happen in the requirements specification – that too many ‘nice to’s’ are assessed as ‘need to’s’ by the buyer, thereby overly complicating the product and its delivery, putting the deliverability and the market interest at risk.
What are the primary safety considerations and regulatory standards that must be addressed when implementing digital railway signalling systems, and how do these compare to traditional systems?
The regulatory standards depend on the system and context, but of course it is in a European context for ERTMS for example necessary to abide by the current rules and regulations set up by the EU. This includes the relevant directives and TSI’s (CCS), as well as relevant subsets, EIRENE and CENELEC standards.
Primary safety considerations when implementing digital railway signalling systems in my view must include a proactive approach to the common safety methods (CSM) - the safety management system; the safety targets; the safety risks; the organization around the safety management.
Other factors including the planning, testing and test regimes required, the training needs, as well as the operational setting and requirements within which the system must function are important to consider.
Compared to the traditional systems, ERTMS of course provides significantly increased safety as the continuous supervision of train speed by itself improves safety compared to other traditional national systems.
Could you share some insights into the role of emerging technologies like artificial intelligence and the Internet of Things (IoT) in enhancing the efficiency and reliability of digital railway signalling systems?
I truly believe that these emerging technologies are key in the future of the railway in general, and no less in enhancing the efficiency and reliability of digital railway signalling systems. AI is in my view one path to simplify the products. It is something that we see suppliers increasingly introducing in their product lines, and as Europe’s Rail has also previously referred to, AI can become a catalyst for a paradigm shift for European rail.
You can imagine the possibilities for further improving automation of traffic management and planning as one example. Or the perspectives for processing and modelling enormous data sets for enhancing the predictive maintenance of the signalling system assets as another.
I really do think that the possibilities are endless. But it will need commitment from all stakeholders within the railway sector to fully maximize the potential.
As railway systems evolve, interoperability becomes crucial, especially for international railway networks. How are digital signalling solutions designed to ensure compatibility and seamless operation across different railway networks and regions?
Digital signalling systems are indeed an integral part in ensuring an interoperable railway. There really is no alternative, as the current changing of locomotive at every border crossing is extremely inefficient and causes logistical problems. You have probably heard of the Thalys example, whereby offering an international high speed train service operating between Paris, Brussels, Cologne, and Amsterdam required the equipment of a train with 7 different signalling systems (TVM, KVB, ATB, TBL, TBL2, INDUSI, LZB). You can just imagine the space and antenna requirements for each system on the train, the complex interfaces needed between systems, as well as the costs associated as a few examples.
Pointing to the ERTMS-example again, interoperability is a key priority for the EU Commission, as exemplified by the TEN-T corridors. I think that ERA, along with the industry, is doing much work to help further this standardization of the European railway. However, it is a complex task involving stakeholders at many different levels and a moving target, due to the continuously evolving standards, regulation, and products. At all times you have the risk of this changing regulation bearing negative side-effects. In Denmark for instance, this was seen with the introduction of the EU's 4th railway package, which resulted in extended processing times for the safety approval of retrofitted trains. In turn it risked impacting the general onboard fitment plan and thereby the overall ERTMS commissioning plan.
It is the same in the U.S., where we are also currently working. Interoperability even across one single city subway is crucial to ensure seamless operation and increase operational flexibility. At the same time, it is vital to standardize the delivery and allow for more suppliers to access the market. Besides the operational perspective, interoperability can thus also help increase competition and drive down costs.
David, thank you so much for sharing your insights and expertise on these issues. It's been a pleasure talking with you.