3

1.0 Introduction

A project can be defined as a transient and unique endeavor undertaken in order to achieve
planned objectives defined in terms of benefits and outputs. A construction project is successful
if it achieves the project objectives according to the acceptance level within the agreed budget
and timescale (Amoah, Berbegal-Mirabent and Marimon, 2021). A large-scale construction
project is considered successful when it can meet four criteria building blocks for a project:
scope, quality, budget and time. On the other hand, project management refers to the
application of skills, methods, knowledge as well as experience in order to achieve the pre-set
project objectives (Amoah, Berbegal-Mirabent and Marimon, 2021). The purpose of the project
is to discuss the project constraints of the Edinburgh Tram project and how the project was
deemed to be a success.

The Edinburgh Tram project intended to build a new rail line of length almost 18.5 kilometers
connecting Newheaven and Edinburgh Airport. In 2001, the project was proposed, and it was
authorized in 2006 (Hakimian, 2023). The Edinburgh Tram project was developed in multiple
stages and focused on main city transport corridors. The main constraint of the project was that
it was running five years late, and it was over budget (‌Flyvbjerg and Budzier, 2018). The inquiry
report indicates that the key causes contributed to project failure include failure to work
collaboratively with project partners and city councils, departure from primary procurement
strategy and poor performance of the project constructions (Hakimian, 2023). The essay is
going to discuss the constraints faced by the Edinburgh Tram project and evaluate the aspects
of its project performance.

Figure 1: Location of the edinburgh tram project (Source: Fairnie, 2019)

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2. Project and the Project Constraints

A project is defined as a sequence of tasks which must be completed to attain certain

outcomes. According to PMI or Project Management Institute, the term project indicates a
temporary endeavor with a definite starting and end (Delisle, 2019). The Edinburgh trams
project has been chosen in this context, which was intended to be a new 18.5km light rail line
between Edinburgh Airport and Newhaven (Boateng et al. 2022). The project was proposed in
1999 by the Edinburgh Council, and the work began in 2008 and ended in May 2014, open to
people (Boateng et al. 2022). It has been estimated to cost approx. 1.043 billion British pounds,
and it has included debt repayment costs worth 1% of its total budget year for 30 years (Carrell,
2023). The term has faced budget constraints because the initial budget of the project was
exceeded. The issues sparked controversy as well as criticism from the stakeholders and public.
In terms of project scope, the tramline constitutes a double track that connects the city centre to
Edinburgh Airport (Boateng et al. 2022). The project has helped deliver billions in investment,
which has included helping secure one of the most successful area regenerations.

Figure 2 : Edinburgh Trams Project timeline across recent years (Source : Turner & Townsend)
 5

Figure 3 : Different Project Constraints (Source: Learner-made)

Communication issues between project stakeholders as well as the public have contributed to
increased tension. However, the term project has included a strong communication channel,
which has helped the firm to achieve success. Still, because of poor performance through
contractor Parsons Brinckerhof, the project has failed (BBC News, 2023). Furthermore, there
are disputes between the City of Edinburgh Council and the contractor, Berger, regarding the
project management cost allocations and responsibilities (Chapman, 2019). Another constraint
is delay in the project, which has been attributed to a variety of factors, that has included
contract disputes, unforeseen utility diversions, and technical challenges. On the other hand, the
failure of Tie in order to work collaboratively with the council and other partners (BBC News,
2023). Along with that, a lack of clarity on who did what in the complicated running of the
scheme was another reason for the failure of the tram project.

The ‘lost opportunity’ of oversight while the Scottish government withdrew its involvement in the
Transport Scotland official project. The final cost, according to the project, is 835.7 million British
pounds, due to which an enquiry has been conducted (BBC News, 2023). Trams have helped to
deliver billions in investment, which has included helping secure the regeneration of one of the
most successful areas In Scotland (Boateng et al. 2022). Still, due to some potential risks and
threats, the project has faced severe challenges, and ultimately, it has faced a failure (Edinburgh
News, 2023). Variables that are related to the construction process, such as unexpected
 6

conditions of the ground, technical difficulties, and utility diversion, have been encountered
during the laying of tram infrastructure and tracks.

2.1 Aspects of Project Performance

From an inquiry report, it has been found that the Edinburgh Tram project's performance
includes a range of disengagement, mismanagement and mistakes done by "Transport Initiative
Edinburgh" which led the project to hugely over budget and long-delayed (‌Flyvbjerg and Budzier
2018). The project was developed under two phases; in both phases, there were different
challenges, such as technical hitches and traffic disruptions for project management and the
government. Thus, for managing the project performance, controlling and monitoring various
project aspects were included throughout the project's lifecycle (Kerzner, 2018).

Figure 4 : Different aspects of Project Performance (Source: Learner-made)

Risk Management

Risk management is one of the key aspects of the Edinburgh Tram project's project
performance to be managed for project success. Risk management of the project used different
variables in order to analyse the process (Boateng et al. 2022). Risk management of this project
included financial risk, environmental assessment and management plan, assessment report
and risk register. The project’s risk management plan defined the integration of different project
operations in order to sustain project performance. The components of its risk management
process are risk identification, planning, recognition, observation and analysis (Boateng et al.,
2022).
 7

Figure 5 : Risk management at Edinburgh Tram project (Source: [Link] 2007)

Finance Management

Monitoring and maintaining the budget is an important step to ensure project performance.
Edinburgh Tram project's finance management included estimating, budgeting, cost, managing
cost variations and tracking other expenditures (Kerzner, 2022). Variation analysis has been
used to understand the differences between actual cost and allocated budget.

Figure 6 : Finance Summary of the project (Source: [Link] 2012)

 8

Quality Management

Quality management is another key aspect of the Edinburgh Tram project’s performance
managed during the project. It was important for the project manager to ensure that the project
can meet the quality standards (Love et al. 2017). The project’s quality management aspect
involved setting quality criteria, implementing corrective actions and performing quality checks in
order to ensure compliance.

Project Organisation

The project organisation includes management of project planning, responsibilities and

deliverables. The Edinburgh Tram project’s organisational plan involves project operations,
deliverables, stakeholders and members. The project organisation process describes the
stakeholder's responsibility to ensure project completion.

Figure 7: Budget and Risk management (Source: [Link] 2012)

Project maturity

The project's performance management also includes determining the maturity process of the
project. The Edinburgh Tram project's maturity determined the timeline of the project. A project
maturity matrix includes operations, transition, service design and strategy (Kerzner, 2019).
 9

Monitoring and Reporting

Managing the project performance reporting and monitoring the overall project process has
played a key role in the completion of the project on time. The operational process of the
Edinburgh Tram project controlled the implementation process of the project (De Waal, 2017).
There were three tools utilised to monitor the project's timeline: work plan, plan of operation and
individual work plan. The reporting document has been used to assess the project performance,
sustain the implementation plan and facilitate capital funding (De Waal, 2017).

Figure 8: Edinburgh Tram project’s Reporting structure (Source: [Link] 2012)

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3.0 Importance of motivation

Motivations have played a crucial role in the construction industry, which has affected several
aspects of project success, productivity, and worker satisfaction (Al-Abbadi and
Agyekum-Mensah, 2022). Motivated construction professionals are more likely to take pride in
their work, and provide necessary attention to details, committed to providing high-quality
results (Bogren et al. 2020). Motivated workers are also focused on safety awareness, and are
more likely to adhere to the best practices and safety guidelines (Dennerlein et al. 2020). An
engaged and positive workforce is often safer and leads to a reduction in injuries and accidents
on construction sites. In the construction industry, safety is the top priority and is motivated by
the culture of safety.

Figure 9: Maslow’s Motivational theory (Source: Learner-made)

In this context, Maslow’s motivational theory can be used, which includes five different needs to
motivate employees. These are- psychological, safety, social needs, esteem, and
self-actualisation needs (Acquah et al. 2021). Safety needs are the first criterion in this context
to influence the Edinburgh Term project and its success. Individual employees are seeking
safety and security, which includes financial stability, physical safety, protection and health from
harm. Furthermore, security needs can also improve the project’s success (Navy, 2020). The
next motivational factor is Social needs, which include the desire for affection, a sense of
belonging, and interpersonal relationships. It will contribute to mental well-being, and effectively
foster the project’s success (Navy, 2020). Self-actualisation needs are the third motivational
factor, where the project manager must include personal growth and realizing the creativity of
 11

individuals (Acquah et al. 2021). Also provide rewards best on their contributions. Through
these three strategies, the firm will motivate the employees and foster the project’s success.

Additionally, motivated employees have also developed effective team collaboration among
professionals, which have included engineers, project managers, architects, and employees
(Hamza et al. 2022). Still, the overall project has faced a critical challenge and that has created
obstacles to success. Thus, the project failed and did not meet the consumers’ requirements
entirely.. In order to develop the Edinburgh tram project, it is required to foster adaptability and
innovation within the workplace (Zehner, 2023). Motivated individuals are more likely to be open
to innovations and new ideologies, where technique and technology are evolving continually,
and having a motivated workforce that embraces changes is critical in the direction of staying
competitive and improving efficiency.
 12

4.0 Conclusion and Recommendations

This research paper presented an overview of the Edinburgh Tram project and its constraints. It
has analysed the management, challenges and monitoring of the Edinburgh Tram project's
performance. The evaluation of the project performance indicated that a major project could
become complicated due to a lack of collaboration, delay and over-budgeting issues. Various
aspects of the project's performance, such as risk management, cost management, quality
management, etc, have been examined in this essay. Through summarising the study, it can be
concluded that there are some key constraints which are significant to developing a successful
tram project within Edinburgh, such as, scope, quality, budget, etc. Still, the project has faced
challenges because of over budget, challenges in project management, and the changing
circumstances, etc., which made the project unsuccessful. Furthermore, the key importance of
motivated people in the construction industry has also been evaluated in the study.

Based on the conclusion, it can be recommended that a tram project must develop a strong
budget plan from start to end, which will lead to successful project management. It will reduce
the challenge of over budgeting and provide a successful project. Furthermore, the
effectiveness of project managers and employees must be improved in these business
circumstances. In the era of technical revolutions, a strong training and development session
must be provided to the construction project to enhance the significance and reduce the
challenges. The success of the project execution can be better achievable without involving any
external politics. The government of Scotland should make significant efforts in order to avoid
politicising the project (Boateng et al. 2022). On the other hand, the project inquiry report must
be used as a template for assessing the project's line. In addition to this, the project manager
should have avoided the errors in the original project plan by avoiding the extensions in the tram
line. The aspects of performance management, such as quality, cost, risk management and
reporting and monitoring, must be closely managed throughout the project's lifecycle to ensure
the project's success (Boateng et al. 2022).

5.0 List of Figures

 13

Figure 1: Location of the edinburgh tram project (Source: Fairnie, 2019)

Figure 2 : Edinburgh Trams Project timeline across recent years (Source : Turner & Townsend)

Figure 3 : Different Project Constraints (Source: Learner-made)

Figure 4 : Different aspects of Project Performance (Source: Learner-made)

Figure 5 : Risk management at Edinburgh Tram project (Source: [Link]

2007)

Figure 6 : Finance Summary of the project (Source: [Link] 2012)

Figure 7: Budget and Risk management (Source: [Link] 2012)

Figure 8: Edinburgh Tram project’s Reporting structure (Source: [Link] 2012)

Figure 9: Maslow’s Motivational theory (Source: Learner-made)

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