case study写作范文-英吉利海峡隧道

www.lunwentop.net case study写作范文-英吉利海峡隧道今天的这篇范文就是管理一个项目管理的case study，研究的标的是著名的Channel Tunnel Project，也就是大家熟知的英吉利海峡隧道。该隧道于1994年开通，是一条连接英国和法国的海底隧道。为了筹措建造这条隧道的资金，英法政府举行了公开的招标，最后由两家私人企业承接了这个迄今为止依然是造价最高的私人资本工程项目。这个项目前后历时8年多，耗资超过100亿英镑，对于英法两国来说英吉利海峡隧道的建成大大便利了两国之间的人员流动，但是对于建造的企业来说则是一个巨大的灾难。承接了该项目的project company甚至因为过度的超支而破产。可以说从项目管理的角度Channel Tunnel Project是一个非常典型的反面教材。今天我们就来研究分析一下这个项目，看看项目管理方究竟做错了什么才导致最终的失败，以及我们可以从中吸取怎样的教训。(960N1 729N1 724N1 832N1 890N1 993N1)1. IntroductionChannel Tunnel is an undersea tunnel for the train, about 50.5 km, located in Strait of Dover of English Channel (Chang, 2013). It is the third longest channel in the world and fixes with Folkestone, UK, with Coquelles, France. In 1902, the UK has planned to build a channel cross the English Channel (Anderson and Roskrow, 1994). However, the political pressure and the pressure from the public opinion caused by rigorous national security situation hinders the attempting.Finally, Eurotunnel organized the project which started in 1988 and finished in 1994 (Chang, 2013). This report intends to analyze the project management of the Channel Tunnel. It mainly focuses on analyzing its budget and financial control and risk management. It intends to discuss the advantages and disadvantages of the project of Channel Tunnel to obtain some inspiration forgiant projects and give relevant recommendations for the deficiency in the project.(EBUS614 EBUS534 EBUS536 EBUS616 EBUS621)2. Budgetand financial control of the Channel Tunnel2.1 Budget and financial controlBudget and financial control are two of the most essential functions of project management. In a mega project, it is important to make sure the initial estimates of budget as accurate as possible. However, the budget and financial control of the Channel Tunnel actually turned out to be a big mess. The initial estimates of Channel Tunnel were 4.8 billion pounds but the project cost over 10.5 billion to complete (Burtonshaw-Gunn, 2017). The final expenditure is more than 140 percent of the estimated costsThe reasons for the poor budget and financial control mainly contain four aspects. Firstly, there is less precedents and relevant experiences to confirm the initial cost estimates (Vilanova, 2006).Secondly, the complex ownership of the project leads to the delayed works which cause a huge cost of delay. It is unparalleled for Channel Tunnel to have a big scale of private investment for complex infrastructure (Winch,1998). According to Figure 1, ownership of Channel Tunnel project is a double multinational combination.(FBLT040 7025SSL 7026SSL 7028SSL 7024SSL 7029SSL 7053SSL)The two company: Eurotunnel PLC and Eurotunnel S.A, are separately incorporated. They have a different place of registry: UK and France. Then, they established a partnershipEurotunnel General Limited (EGL). All the profit or loss are shared by the two companies (FM and CTG). The construction of the project was assumed by Transmanche Link which consists of Translink (composed by five UK construction companies) and Transmanche (composed by five French construction companies) (Lemley,1995)The complex ownership of the project leads to a serious issue that numerous companies in the project have interests conflict. And once the budget had been exceeded, the interests of some company may be damaged and these generally causes dispute which leads to a delay of works.For example, in the project, TransmanchLink and EGL have a dispute because of the big gap between budget and real costs (Winch, 2013). As a result, Transmanch Link delays the construction of the project and this made the project confront great cost exceed the risk.Thirdly, some improvements for responding to the demand of security and environment did not include in the initial design of the project. For example, it changed the specification of the tunnel because it needs air conditioning system to improve security (Flyvbjerg et al, 2009).In addition, competitive bidding is used in the project and this generally makes the successful bidders are the one who has the lowest and most optimistic price estimates. Hence, the initial estimates are hard to ensure accuracy.(BUIL1053 BUIL1056 BUIL1223 BUIL1232 BUSI1160)3.Riskmanagement of the Channel Tunnel3.1 Riskand risk management in the projectThe Channel Tunnel project confronted multi-facted challenges during the constructuion process including political risk, construction risk, operation risk, and the risk of market return.3.1.1 Political risksIn terms of political risk, the decision of Channel Tunnel mainly is influenced by the progress of European Integration (Beard, 2010). Governments of the two countries make a great difference to promote the project in the earlier stage. In the Concession Agreement, governments of the two countries promised not to build a second competitive stable channel tunnel before 2020 (Park and Chang,2013). But it also clearly stated