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Thecollaboration appeared to have problems from the beginning fromfinancial to constructional and relational. The intricate relationshipscaused unk unks and the contracts were lacking to deal with the combinedeffects of unk unks and conflicts of interest. The outward challengeswere:

• The two governments refused to give any guarantees tothe banks, which inevitably increased their risk. The French governmenteventually did but the British government did not.
• Once contractnegotiation started TML would be responsible for only 30 percent ofoverruns on the tunneling works, and with only a small upper limit.
• Theproject appear to be a financial risk so banks were cautious theyplaced an agreement in all loan agreements that required Eurotunnel tohave enough cash on hand to pay for the entire project all the way tocompletion . Eurotunnel’s reserves fell short of money and the projectstop for a month.
• Issues between Eurotunnel and TML over optimization
• Safety problems with IGC.

Asa PM to help resolve or manage the issues the task definition would bestated clearly too all parties to help explain the goal of the projectand what each sides brings to accomplish their part. I also believe thatthe collaboration should established mutual agreed upon shared process.The understanding of roles and procedure would have fashioned the twogovernment come together to give the banks the security they needed forthe work of the project.

During contract negotiation all affectedindividuals in should be able to state all issues as well as input andallowing them to refute the merits of one another’s ideas andassumptions this would have help TML understand the project was a jointeffort and both groups want the same end goal. More important it wouldhelp TML come to term that Eurotunnel was the owner of the operatinglicense and was formally the project owner.

Contract Flexibilitywould have been stress because uncertainties did challenge thecollaboration. The contract did not entail a way to handle actions orresults. Eurotunnel and TML were in total disagreement on how tointerpret the concept of optimization. Part of the contract stated,” aprovision of the original contract that stipulated the achievement ofthe “best balance between capital cost [which TML wanted to minimize]and operating costs [which Eurotunnel wanted to control].” It would havebeen a good idea to put a dispute resolution mechanism in the contract.

Mutualexpectations and compatible goals would have been a must incollaboration. This is an understanding do my part to help complete thetask. Eurotunnel did not hold up there end of the deal there reservesfell short of money and the project stop for a month.

As a PMsafety should part of the process, “Effective stakeholder engagement inthe planning process is an important part of all projects. Occupationalhealth, safety, and the environment (HSE) should be key components ofthe planning process – and these stakeholders should be a major part ofthe planning process. In the business analysis side of projectmanagement, many of these items should be planned into the bid process –so hidden costs of HSE don't creep into projects during the projectplanning.”

Bulger, R. A. (2013). Integrating project managementand safety management. Paper presented at PMI® Global Congress2013—North America, New Orleans, LA. Newtown Square, PA: ProjectManagement Institute

2. Shauna Brown

Hello Class –

Theidea for this tunnel was resurrected in 1984, after a least 26 previousschemes, the first in 1802 and the last in 1978, had fallen through.Some challenges the project faced was it took approximately 20% longer, 6years instead of 5 years. It came in 80% over budget. Thespecifications for the tunnel were changed, air conditioning systemswere needed to improve safety. Communication between British and Frenchteams. Another aspect of the projects forecast were that alot of revenuewas projected to come from driving the existing ferry operators out ofbusiness.

My recommendations as a PM, I would start out bydeveloping standardized work flows that everyone can understand andfollow. This is key for consistently hitting goals. Choose Partners forthe competences they contribute. It is commonplace for projectcontractors and partners to be chosen based on price. With a project ofthis size we will face complexity. I would also advise that uncertaintyis both a reality and challenge. Risk will occur but have a RiskManagement Plan in place. With this plan in place, create a riskregister. This register will become essential as it records identifiedrisks along with action steps to be taken. It can be a simple document,spreadsheet or a database system.

http://www.brighthubpm.com/risk-management/3247-cr…

https://strategicppm.wordpress.com/2010/11/16/proj…

https://www.workzone.com/blog/the-first-step-to-pr…

Loch, C., Demeyer, A., Pich, M., Managing the Unknown