Alexandra McGrath

Obsolescence is felt as a major problem with rail command and control technologies. Signalling, train control, onboard, and automation systems are often very expensive, purchased infrequently, built with highly specialised technology which is modern when purchased (but not necessarily when commissioned) and with longer expected lifetimes than would be expected for control and automation systems in other safety critical industries.  

The digital revolution adds extra challenges for obsolescence management in rail, with reduced cycle times, more complex interfaces and a shift in system boundaries. 

Happily, there are some straightforward principles of obsolescence management, focusing on critical decision points and decision governance, which can make all the difference.  

This presentation will explore: 

·       Different types of obsolescence: component, architecture, function and context/environment  

·       Digital interfaces as an asset class  

·       Obsolescence management as a judgement task – addressing bias and noise in decision making 

·       Organisational factors such as identity, risk appetite and information friction

Change strategy is not enough to guarantee the success of a project. The focus on your people, team and orgnisation’s culture plays a pivotal role when it comes to a successful completion of the project. 

The session will cover a case study where the presenter and their team reset their communication plan to hit project goals. Key areas of focus include: 

·       Developing a communication strategy for across the team to increase engagement and productivity

·       Curating niche skill sets and introducing new training programs to upskill the team

·      Overcoming recruitment challenges by harnessing new technology and increasing industry awareness.