The UK Government's strategy regarding the High Speed 2 (HS2) project has evolved
significantly since its inception, reflecting both ambitious infrastructural goals and the challenges
of implementation. This discussion critically examines the strategic rationale behind HS2, its
economic implications, and the controversies surrounding its funding and management.
Background and Strategic Rationale
HS2 was first proposed by the Labour government in 2009 as a response to increasing
congestion on existing rail networks and the need for enhanced connectivity between major
urban centers, particularly between London and the North of England. The project aims to reduce
travel times, increase capacity, and support economic growth by linking cities such as
Birmingham, Manchester, and Leeds more effectively (UK Parliament, 2022) [2]. The
government framed HS2 as a crucial component of its broader strategy to "level up" regional
economies and address disparities in infrastructure investment across the UK (GOV.UK, 2022)
[3].
The strategic case for HS2 emphasizes its potential to alleviate capacity constraints on existing
rail lines and stimulate economic activity through improved transport links. Proponents argue
that HS2 will facilitate job creation, enhance productivity, and promote regeneration in
underserved regions (UK Parliament, 2022) [2]. However, critics have raised concerns regarding
the project's escalating costs, which have ballooned from an initial estimate of £37.5 billion to
upwards of £98 billion (Institute for Government, 2023) [6].
Economic Implications
From an economic perspective, HS2 is positioned as a catalyst for growth. The government
anticipates that improved rail connectivity will generate significant economic returns through
increased access to labor markets and enhanced business opportunities (Essex University, 2023)
[5]. The concept of agglomeration economics suggests that reducing travel times can lead to
greater collaboration among businesses and innovation, ultimately driving economic output
(Essex University, 2023) [5].
However, the financial viability of HS2 has been heavily scrutinized. The National Audit Office
has warned that the projected benefits may not justify the enormous investment required
(GOV.UK, 2022) [3]. Furthermore, the cancellation of Phase 2 of HS2 has raised questions about
whether the remaining phases can deliver on their promises without comprehensive integration
into the existing rail network (Railway News, 2024) [1]. Critics argue that alternative
investments in upgrading current rail infrastructure could yield similar benefits at a fraction of
the cost (Essex University, 2023) [5].
Management Challenges and Controversies
The management of HS2 has faced significant criticism due to perceived inefficiencies and lack
of oversight. Transport Minister Louise Haigh attributed rising costs to "poor project
management" and inflationary pressures (Railway News, 2024) [1]. In response to these
challenges, the government announced an independent review aimed at improving oversight and
ensuring that lessons learned from HS2 are applied to future projects (Railway News, 2024) [1].
Additionally, there is growing public discontent regarding the project's funding. A YouGov
survey indicated that public support for HS2 is divided, with many questioning whether taxpayer
money should be allocated to such an expensive initiative (Essex University, 2023) [5]. The
government's decision to halt Phase 2 reflects a shift towards prioritizing cost control over
expansive infrastructure development.
References
- UK Parliament. (2022). *High Speed Rail 2: An overview*. Retrieved from
https://researchbriefings.files.parliament.uk/documents/CBP-9313/CBP-9313.pdf
- GOV.UK. (2022). *HS2: strategic case*. Retrieved from
https://www.gov.uk/government/publications/hs2-strategic-case
- Essex University. (2023). *The UK government is planning to construct a high-speed rail
between...*. Retrieved from
https://www.essex.ac.uk/-/media/documents/departments/economics/myles-eesj-a15.pdf
- Railway News. (2024). *UK Government Confirms: No Money to Build an Effective HS2*.
Retrieved from https://railway-news.com/uk-government-confirms-no-money-to-build-an-
effective-hs2/
- Institute for Government. (2023). *HS2: costs and controversies*. Retrieved from
https://www.instituteforgovernment.org.uk/explainer/hs2-costs
Citations:
[1] https://railway-news.com/uk-government-confirms-no-money-to-build-an-effective-hs2/
[2] https://researchbriefings.files.parliament.uk/documents/CBP-9313/CBP-9313.pdf
[3] https://www.gov.uk/government/publications/hs2-strategic-case
[4] https://assets.publishing.service.gov.uk/media/5a7c6bb8ed915d6969f44bdd/strategic-
case.pdf
[5] https://www.essex.ac.uk/-/media/documents/departments/economics/myles-eesj-a15.pdf
[6] https://www.instituteforgovernment.org.uk/explainer/hs2-costs
[7] https://publications.parliament.uk/pa/ld201415/ldselect/ldeconaf/134/13410.htm
[8] https://www.gov.uk/government/organisations/high-speed-two-limited
Conduct document analysis to identify the different project management (PM) issues affecting
the overall performance of the HS2 project. It is important for you to relate the issues to
specific stakeholders, stages and phases of the project.with Harvard's style formatting
references
The High Speed 2 (HS2) project, a major rail infrastructure initiative in the UK, has faced a
variety of project management (PM) issues that have impacted its overall performance. These
issues can be analyzed across different stakeholders, stages, and phases of the project, revealing
critical insights into the challenges it encounters.
Stakeholder-Related Issues
1. Governance and Accountability
The governance structure of HS2 has been criticized for its lack of transparency and
accountability. Despite the establishment of various boards and committees, stakeholders have
raised concerns about decision-making processes and the clarity of roles between the Department
for Transport (DfT) and HS2 Ltd. This ambiguity can lead to miscommunication and delays in
project execution[2][3].
2. Financial Constraints
Financial management has emerged as a significant issue, with costs ballooning to £24.7 billion,
raising questions about the viability of the project's financial model. Stakeholders, including
taxpayers and government officials, are concerned about the allocation of resources, especially
when essential services like the NHS require substantial funding[2][4]. The financial pressures
have resulted in deferrals of critical construction phases, notably at Euston and Phase 2a (West
Midlands to Crewe), which may further affect stakeholder confidence in the project's delivery[2].
Stage and Phase-Related Issues
1. Planning and Risk Management
HS2's planning phase has encountered several challenges. Although there are structured
methodologies in place such as Managing Successful Programmes and Prince2, the execution
has been marred by inadequate planning and frequent rephasing of project timelines. This
reflects a disconnect between strategic planning and operational readiness, leading to delays in
key milestones[3][4].
2. Scope Creep
The project's scope has been described as overly ambitious, aiming to connect major urban
centers while facing local opposition due to environmental concerns. This scope creep
complicates project management as it necessitates continuous adjustments to plans and
resources, often without adequate stakeholder engagement or communication[5].
3. Delivery Plan Execution
The delivery plan for HS2 has faced scrutiny due to its inability to adhere to timelines, partly
attributed to insufficient resource allocation—both human and financial. Delays in construction
activities have raised concerns about meeting operational dates initially set for 2026-2033[2][3].
The lack of effective monitoring tools has also hindered timely identification of issues that could
derail progress.
References
- GOV.UK (2018). *Management Case for High Speed 2*. Retrieved from [1].
- Bromley, A. (2023). *HS2: A Case Study in Project Management Missteps*. LinkedIn.
Retrieved from [2].
- GOV.UK (2016). *High Speed Two Phase Two - Management Case*. Retrieved from [3].
- HS2 Learning Legacy (2024). *Project and Programme Management Archives*. Retrieved
from [4].
- Jiang et al. (2024). *A Case Study of High Speed 2 (HS2) Rail Infrastructure Project*. UCL
Open Environment. Retrieved from [5].
Citations:
[1] https://assets.publishing.service.gov.uk/media/5a74efabe5274a59fa7161f4/management-
case-hs2.pdf
[2] https://www.linkedin.com/pulse/hs2-case-study-project-management-missteps-what-we-can-
anna-bromley
[3] https://assets.publishing.service.gov.uk/media/5ef4a747d3bf7f713e8203df/HS2-phase-two-
management-case.pdf
[4] https://learninglegacy.hs2.org.uk/document-themes/project-and-programme-management/
[5] https://journals.uclpress.co.uk/ucloepreprints/repository/object/238/download/87/
[6] https://pmworldjournal.com/article/high-speed-rail-hs2-a-project-business-case-in-crisis
[7] https://www.apm.org.uk/media/11724/1-jeremy-harrison.pdf
[8] https://committees.parliament.uk/committee/127/public-accounts-committee/news/119781/
highspeed-2-project-badly-off-course-as-project-managers-blindsided-by-contact-with-reality/
Drawing from the previous question (i.e. II) critically discuss measures/methodologies that
would have helped the project sponsor improve on the performance of the project. with
Harvard reference formating style
To enhance the performance of the HS2 project, several measures and methodologies could have
been implemented. These strategies would address the identified project management issues and
improve stakeholder engagement, governance, and overall project execution.
Improved Governance Framework
1. Establishing a Robust Governance Structure
A strong governance framework is essential for large-scale projects like HS2. The governance
should include clear roles and responsibilities among stakeholders, ensuring accountability and
transparency. The creation of a governance structure that remains stable despite personnel
changes would help maintain continuity and focus on project objectives over its long duration
(Atkins et al., 2019)[5]. This could involve setting milestones that align with the tenure of project
managers, thereby incentivizing them to achieve specific goals during their time in office.
Enhanced Risk Management
2. Comprehensive Risk Analysis
Implementing a detailed risk management strategy is crucial for identifying potential issues early
in the project lifecycle. A centralized risk management system should be established to ensure
that all risks are documented, assessed, and monitored continuously. This system would involve
regular updates to stakeholders about risk status and mitigation strategies, fostering a proactive
rather than reactive approach (GOV.UK, 2018)[1].
Strategic Planning
3. Focus on Early-Stage Planning
Investing more time in the early stages of planning can significantly improve project outcomes.
The initial phases should include thorough feasibility studies, stakeholder consultations, and
detailed cost estimates (Bromley, 2023)[4]. This approach allows for better shaping of the
project scope and objectives, reducing the likelihood of scope creep and budget overruns later in
the project.
4. Benchmarking Against Best Practices
Utilizing benchmarking against similar projects can provide valuable insights into cost
management and operational efficiency. HS2 Ltd should adopt a consistent benchmarking
process to compare its performance with both domestic and international projects, ensuring that
cost estimates are aligned with current market conditions (Oakervee Review, 2020)[5].
5. Enhanced Stakeholder Communication
Effective communication strategies are vital for maintaining stakeholder support throughout the
project. Regular updates through transparent reporting mechanisms can help build trust and
manage expectations. Engaging stakeholders early in the decision-making process can also
mitigate opposition and foster collaboration (HS2 Learning Legacy, 2024)[2].
6. Implementing a Learning Legacy Framework
Adopting a Learning Legacy approach can facilitate continuous improvement throughout the
project's lifecycle. This methodology involves capturing lessons learned from each phase of the
project and applying them to future activities (HS2 Learning Legacy, 2024)[2]. By
institutionalizing this practice, HS2 can adapt its strategies based on past experiences, enhancing
resilience against unforeseen challenges.
References
- Atkins et al. (2019). *What’s Wrong With Infrastructure Decision Making*. [Online].
- Bromley, A. (2023). *HS2: A Case Study in Project Management Missteps*. LinkedIn.
Retrieved from .
- GOV.UK (2018). *Management Case for High Speed 2*. Retrieved from .
- HS2 Learning Legacy (2024). *Project and Programme Management Archives*. Retrieved
from .
- Oakervee Review (2020). *Review of HS2*. [Online].
Citations:
[1] https://assets.publishing.service.gov.uk/media/5a74efabe5274a59fa7161f4/management-
case-hs2.pdf
[2] https://learninglegacy.hs2.org.uk/document-themes/project-and-programme-management/
[3] https://learninglegacy.hs2.org.uk/document/hs2-back-to-better-programme-building-
organisational-resilience-post-covid-19-2/
[4] https://www.linkedin.com/pulse/hs2-case-study-project-management-missteps-what-we-can-
anna-bromley
[5] https://www.apm.org.uk/blog/hs2-is-going-ahead-here-are-the-lessons-it-needs-to-learn/
[6] https://engageforsuccess.org/case-studies/high-speed-2-hs2/
[7] https://assets.publishing.service.gov.uk/media/5a80997fe5274a2e87dbabbd/
HS2_Ltd_Corporate_Plan_2015_to_2018.pdf
[8] https://assets.publishing.service.gov.uk/media/5ef4a747d3bf7f713e8203df/HS2-phase-two-
management-case.pdf
In conclusion, the most pressing project management issue identified in the HS2 project is
**governance and accountability**. This area has been highlighted as a critical factor affecting
the project's overall performance and success. The Oakervee Review emphasized the need for a
robust governance structure that can withstand personnel changes over the project's lengthy
timeline, ensuring continuity and effective decision-making throughout its phases (GOV.UK,
2018) [1].
Recommendations for Further Research
Further research should focus on the following aspects of governance in large-scale
infrastructure projects like HS2:
1. Long-Term Governance Models: Investigating governance frameworks that can adapt to
long-term projects, ensuring stability and accountability despite changes in leadership.
2. Stakeholder Engagement Strategies: Exploring effective methods for engaging stakeholders
at all levels to enhance transparency and trust in governance processes.
3. Impact of Governance on Project Outcomes: Analyzing how variations in governance
structures influence project delivery, cost management, and overall stakeholder satisfaction.
4. Benchmarking Best Practices: Conducting comparative studies with other large
infrastructure projects globally to identify best practices in governance that could be applied to
HS2.
By addressing these areas, future research can contribute significantly to improving project
management practices not only for HS2 but also for similar large-scale infrastructure initiatives.
### References
- GOV.UK (2018). *Management Case for High Speed 2*. Retrieved from [1].
Citations:
[1] https://www.apm.org.uk/blog/hs2-is-going-ahead-here-are-the-lessons-it-needs-to-learn/
[2] https://www.linkedin.com/pulse/hs2-case-study-project-management-missteps-what-we-can-
anna-bromley
[3] https://www.geplus.co.uk/news/hs2-what-key-challenges-contributed-to-the-scaling-back-of-
the-megaproject-19-10-2023/
[4] https://assets.publishing.service.gov.uk/media/5a74efabe5274a59fa7161f4/management-
case-hs2.pdf
[5] https://assets.publishing.service.gov.uk/media/5ef4a747d3bf7f713e8203df/HS2-phase-two-
management-case.pdf
[6] https://learninglegacy.hs2.org.uk/document-themes/project-and-programme-management/
[7] https://interimconsult.co.uk/consultancy/hs2-the-real-issue/
[8] https://www.instituteforgovernment.org.uk/explainer/hs2-costs
