|GRIP Stage 5
1. Establish a working relationship with local maintenance organisations including
the development of the Project Asset Management Plan (AMP) which must be in place with all necessary deliverables
identified prior to the start of construction.
2. Ensure that costs of maintenance training and spares are included in the project
estimate where new and novel equipment will be introduced.
3. Review construction contract strategy to ensure appropriate procedures are in
place to enable the Project Manager to effectively undertake the duties of the CDM Co-ordinator under the
Construction (Design & Management) Regulations 2007.
4. Introduce deliverable requirements to both design and construction contractors through
induction/training to ensure that they fully understand their responsibilities, production and delivery of document
deliverables are fully understood for day to day activities and timely completion.
5. Introduce Transfer of Asset Authorisation (TAA) process requirements to mitigate
risks to the project and multiple contractors through induction/training. This process ensures that the correct
processing of as-built data and mitigation of risks under the C(D&M) Regulations between two contractors or
more are approved by Network Rail engineering and that they are fully understood for day to day activities, managed
through the IMSL RAIL completion team.
6. Ensure the project program includes completions activities i.e. ToMR with
1. Late, incorrect or outdated AMP’s imposed onto contractors cause confusion, incorrect
and late document deliverables, delayed production, programmed delivery delays and expensive ‘corrective actions’,
variation orders or ERI’s later in the project.
2. Cost overrun occurs where Training and Spares of new and novel equipment is not
3. C(D&M) Regulations 2007 are mandatory in law.
4. Contractors awareness of the requirements of the AMP where lacking provides the same
risks as in (1) above. Further risks of misinterpretation arise where people doing the work and generating
deliverables do not fully understand their responsibilities, production and delivery of document deliverable
5. Delays in the transfer of As Built data for one contractor to another with
negative effects on the construction programmes and cancellation of programmed works. The following risks can be
mitigated by the introduction of the ‘Asset Transfer Authority’ procedure:
· Design, Construction,
Health & Safety, Program Delays.
6. Where integrated programs do not include ToMR as part of the construction
activity interfaces between the project, PWC and IMDM breakdown causing delays and unplanned costs.