Presentation Questions Flashcards
How did you convince others to agree that it was unsafe to proceed with the migration
- Gathered evidence (the programme and shift reports).
- Gained buy in from the project team.
- Presented in a concise way (adapting my communication style to that our senior management).
- Explained the risks of proceeding with the migration.
- Argued the works were not in line with the approved programme and as such the migration needed to be pushed back to facilitate this.
What was the cost of the delay? Who took the cost on?
Migration was delayed by 3 weeks. This delay was attributed to the delay in the installation of the CCTV cameras and as such was the responsibility of the PC. Works were not on the critical path and as such the impact was limited.
How is risk managed? Was risk allocated to the project?
Risk can be managed through risk registers and contingency pots. Various risks can be assigned different likelihood and impact values, which allows the forecasting of a potential cost impact. If risks materialise then money can be drawn from the specific contingency pot. It is important that the right funding is allocated to the right risks and not prematurely used up. This also allows analysis of which risks have materialised across a portfolio, improving risk management in the future.
There are various programmes and tools that help this process and allow the estimation of a ‘P50’ figure, which is the median cumulative financial impact of risk materialising on the project.
Where does the extra money come from if the risk pot runs out?
The project would have to go back to the business and submit justification as to why extra money is needed. This would have then have to be taken from TfL’s budget, most likely at the expense of another project.
Explain stakeholder management and how you identify stakeholders.
- Identify – through research, interviews, brainstorming and checklists.
- Assess – determine the power and buyin (for, against, neutral) of each stakeholder.
- Plan – work out whether you should: monitor, manage, keep involved or keep informed. Don’t try to reduce the influence of a stakeholder, try to increase their buyin.
- Engage – carry out the plan.
What is safety critical and what does it mean?.
The Railways and Other Guided Transport Systems (Safety)Regulations 2006 (ROGS Regulations) impose prohibitions and requirements in relation to safety on railways and other guided transport systems. These include the infrastructure and operation of main line railways, metros, tramways, heritage railways and tramways and other guided transport systems.
Part 4 of the ROGS Regulations, which replaces the Railways (Safety Critical Work) Regulations 1994, sets out safety critical work requirements. ROGS introduces some new terms, and specifically the new role of “Controller of Safety Critical Work”. Every controller of safety critical work is required, so far as is reasonably practicable, to ensure that a person under their management, supervision or control who carries out safety critical work has been assessed as competent and fit to carry out that work (Regulation 24).
There must be an accurate and up to date record of
assessment and this must be made available for inspection on reasonable demand. There should be arrangements in place for monitoring the competence and fitness of individuals. The controller of safety critical work should also ensure that safety critical workers are not so fatigued that their health or safety or the health or safety of others could be significantly affected (Regulation 25).
Safety critical tasks are listed in Regulation 23 and these are reproduced in Annex A, together with clarification of the tasks given in the tables;
What would happen if the SOR migration failed? Would the station open?
Had the CCTV cameras not been working and the MICA (station computer been migrated), and also not working correctly, the station would of been unable to open without sufficient numbers of extra station staff which at that short notice would of been impossible to resource.
SOR Migration: Stakeholder management. How did you identify them?
See previous question.
What is a Human Factors Engineer?
Human-factors engineering, also called ergonomics or human engineering, science dealing with the application of information on physical and psychological characteristics to the design of devices and systems for human use.
How can the SOR have been temporary and not met LU Standards?
Given the station entrance it had been migrated from was closed, a concession was put in place for the reduced size of the SOR. The other two requirements in LU Standards were assessed as being acceptable in the medium term given the capacity of the station would be managed at the gate lines.
Explain concession process for Standards?
Referenced in LU Assurance Standard (S1538) which as part of the LU Assurance process (in order to meet requirements set out in ROGS and LU’s Safety Authorisation.
Concession must be submitted and approved for all identified deviations from standards and guidance by regulatory authorities, together with confirmation that all necessary concessions have been granted.
S1641 Concessions to standards details the process.
Concessions are approved the risks are ALARP and appropriate in social benefit terms. Appropriate in social benefit terms means that the result of granting a concession will either:
- be financially positive (involving neither additional net cost nor loss of social benefit) or
- have a benefit cost ratio of 1.4:1 or better.
How did the re-design of the back wall go through an assurance process?
Marked up IFC drawing, issue to the designer as a Design Change Notice, reviewed my request and updated and reissued IFC drawing accordingly.
What is value engineering?
Value Engineering is a conscious and explicit set of disciplined procedures designed to seek out optimum value for both initial and long-term investment. First utilized in the manufacturing industry during World War II, it has been widely used in the construction industry for many years.
Value Engineering (VE) is not a design/peer review or a cost-cutting exercise. VE is a creative, organized effort, which analyzes the requirements of a project for the purpose of achieving the essential functions at the lowest total costs (capital, staffing, energy, maintenance) over the life of the project. Through a group investigation, using experienced, multi-disciplinary teams, value and economy are improved through the study of alternate design concepts, materials, and methods without compromising the functional and value objectives of the client.
