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Metronet troubleshooter joins Crossrail manager

Former Metronet CEO Andie Harper has joined AECOM as director of programme management for transport and infrastructure

Harper took the helm at Metronet following its collapse in 2007, and was responsible for running it under PPP administration before taking it into Transport for London (TfL).

He will lead AECOM’s transportation and infrastructure programme management work, primarily in the UK.

AECOM’s projects include the £100M Programme Partner role for Crossrail, as part of the Transcend Consortium.

AECOM’s Global Head of Programme Management Tim McManus, said, “Andie brings with him a tremendous knowledge and experience of the UK Transportation industry, and is a proven leader of major capital programmes. He will play a key role in expanding and advancing our Programme Management service offering in this key market sector.”

Andie has over thirty years senior management experience within the UK rail industry. He had been the managing director at Infraco JNP (now known as Tube Lines) from 1999-2002, prior to the start of the London Underground PPP.

He has project director for the Edinburgh Tram Project and program director for Washington Group International, a large US construction company.

Readers' comments (2)

  • There are a lot of people talking up the programme management profession (mostly firms selling the service) without giving any evidence of improved performances on projects costs and quality compared to the era that existed pre this profession when traditional construction professionals just managed projects without the jargon and language that is now promoted.

    Some older construction professionals believe that client side management is, despite the rise of the project management profession, at its lowest ebb ever in terms of acting as 'intelligent clients' - these older professionals do quote explicit evidence of real projects and eh... TfL and Metronet is one case example they refer to.

    It would be therefore good to be given specific verafiable examples (named projects) by an independent body, unconnected to the profession, of how the project management profession is improving projects performance when we seem to be getting high profile project disasters which cost the taxpayer billions.

    The independent body should start with Crossrail which 20 years ago would have had an in house client and main contractors, but now has in house client, one programme partner and one project delivery partner for fees of half a billion before the project gets anywhere near design and construction.

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  • Have to say I agree with this post.

    When you see similar social infrastructure projects of values well over US$1Bn+ being constructed overseas via development funding delivered (succesfully) with a very, very lean Client Engineer organisation usually consisting of a Project Director, Construction Manager, Project Controls Manager and some Resident Engineers and their staff (and they deal with the full life cycle from feasibility through to commissioning) it makes me also wonder about value for money.

    My post is about the value of programme management and is not about AECOM or anyone else mentioned

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