43 lessons to learn

After so many attempts to get to grips with the reasons why the scheme failed so spectacularly, those involved in health development and the local people affected by the prolonged attempt to get the scheme off the ground, were entitled to some clarity and explanation. The 65-page tome delivers that in spades.

The independent report paints a picture of the running of the scheme that is part Kafka-esque bureaucratic madness, part Whitehall farce (see across). On top of the plethora of partners involved with the scheme were multiple layers of boards, on top of committees and groups. All undoubtedly working hard and with the best intentions but with no overall strategy or direction. The lack of control was matched by the lack of basics – not surveying the site of the new building is unforgivable. The expression they couldn’t get it off the drawing board is too generous – the project team were unable to even get it on the drawing board in the first place.

The report’s value is not solely that it adequately sums up the mistakes made at Paddington. Its influence could reach much further across government, especially given the 43 recommendations that are put forward for departments and public bodies to adhere to when considering future major projects. Moreover, the report offers one of the strongest cases in a recent public document for proper project and programme management disciplines to be in place at the earliest possible stage of a scheme. It underlines that the disciplines are not faddy or woolly but rather key cornerstones to a project's success. Getting proper client organisation, proper scope, proper risk management are truly vital. Those involved at Paddington have found that out all too painfully. Our industry and, even more crucially, the government need to learn to the lessons of Paddington quick smart.