Project Planning & Management Assignment Sample

Exploring Project Planning, Management, and Execution Strategies

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Introduction to the Project Planning & Management Assignment

The two ranges of projects related to "Liverpool FC" have been considered as a professional football club that have situated in England, UK. Especially Liverpool FC launched the "Anfield Road construction projects" around twelve months of maintaining day-to-day activities modules by Jurgen Klopp stuck and spaded the sand effectively (, 2022). The above-depicted projects have been developing the cultures for around 12 hours and breaking records regarding temperatures by installing the using rates of 600 tones crawler cranes for ensuring the procedures of heavy lifting. The hunched, truss and towers have been also easily connected around improving the cultures of 25,000 bolts and decorated the essential features by attacking stars.

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The project considers a unique and brief work that focuses on achieving planned objectives. These objectives consider the output, benefits and outcomes of the project. The program has different phenomena that consider group-related activities in a project through coordinating ways to achieve control profits that cannot gain through personal management. A project considers unique objectives and purposes and follows temporary scope to continue the implementation of strategies. A project also focuses on resource requirements and provides the ability to engage actively in solving complex activities and faces various uncertainties while completing a project. Resource and funds can change over a period as per project requirements and the development of process and technology both carry throughout the project.

However, another project related to "Cross Rail" that has been located in the UK, developed the culture of construction projects around 100 km of rail lines that can be passed through the 40 stations through Reading in the West of Sheffield and Abbey wood via 42 km of the innovative tunnels around Central London (, 2022). The peak of construction sectors has been improving the cultures of infrastructures around Europe and contributing to the delivery systems of construction projects as well as trying to develop the cultures regarding health and safety circles of the "Elizabeth Line". The project has also maintained the entire range of collection materials related to developments of prevention infrastructures, and protection through increasing the rates of safety and security modules by developing the cultures of programmers and fulfilling the ultimate ranges of determinations of a sustainable manner. Thus, the chances in development rates can also be easily accessed by improving the cultures of environmental protection and rates of efficiency can be sustainably developed.

Compare, Contrast and Critically evaluate a pair of projects

As opined by Azhar et al. (2022), the developments of the stadium have also created an effective range of planning structures that have been improving the cultures of team building abilities and the walls have been attached to the gates demolished by upgraded stadium expansions. In this regard, the chnaces of record-breaking temperatures have also been developing the cultures of positioning and controlling the rates of side-to-side movement procedures by improving the rates of the organisation's welfare. The project related to "Liverpool FC" has also been improving the cultures of planning modules by removing the complexity and increasing the rates of motivational infrastructures and enhancing the rates of skills rates in a sustainable manner (, 2022).

Data shows a budget estimate of approx £3.1 billion and an estimated actual cost is £10 billion for the NHS Civilian IT project. The project management focuses on solving issues such as insufficient stakeholder consultation, ineffective design and mismatch in a clear direction. Another example shows that the Sydney Opera House considered a budget of approx $7 million, a time scale of 14 years. However, this project considers an original timescale of 4 years and an actual budget of approx $102 million. This shows that this project consider less time and the large cost to complete and time management in this project delivered effective strategies and cost management did not contribute that effective level that could deliver cost-effectiveness in this project.

However, Lichtenthaler (2020) has argued that the improvements of "Transport for London (TfL)" have also been improving the rates of "Department for Transport (DfT) Staffing" in the year 2001. Along with that, the submissions of the parliament in 2005, Royal Assent has also been getting achievable in the year 2008 at the timing of considering "Cross rail projects". Along with that, the constant development rates of performance modules have also been increasing the rates of relationship infrastructures as well as generating connectivity of around 25,000 bolts (, 2022). The chances of ultimate ranges in improvement rates can also be effectively improved by constantly developing the rates of net income statement rates that can be much more effective by removing the complexity. Thus, the "Anfield under construction" has been developing the cultures of different ranges of activities redevelopment and increasing the rates of capacity infrastructures around 61,015 by reserving the seats among 7,000 extra seats and creating an effective range of supporters by 15,967 (, 2022).

System development cycle

As stated by Tambunan (2022), the system development cycle of Liverpool FC has emphasized analytics programmers by improving the cultures of AI implementations and created a specific range of contributions by developing the cultural attributes regarding skills rates. Along with that, the development of integrations of managers and executives as well as the developments of sports management activities can be improving the rates of efficiency infrastructures modules. The rates of standardisation as well as developments of future growth structures can also be easily accessed by increasing the continuous development activities of project infrastructures (, 2022).

However, Ford et al. (2020) have argued that the projects related to "Cross rail" have also been effectively developed by taking the help of digitalisation programmers and the appropriate ranges of usages of data analytics and programming modules. In this regard, the wider range of usages in the development rates of Machine Learning attributes can be also treated as an effective side for considering the effective ranges of future growing infrastructures modules (, 2022). The rates of development activities and creation of cost structures have also been sustainability improved and rates of capabilities can be created as positive frameworks by new delivery modelling structures.

According to Cleland (1977), the system approach considers the entity of the project environment to determine the failure and success of project management in the organisation. This includes a system boundary and the organisation includes a position at the outer part of this system boundary. In addition, the entire system shows that environment, system boundary, organisation, project methodology, project team and project manager includes sequentially from outer to inner position in a system. The project management framework includes information about 9 knowledge parameters such as scope management, time management, quality management, cost management, human resource management, communication management, project integration management, risk management and procurement management. The organisation also follows a hierarchy system to maintain the entire managerial process of a project. The hierarchy model includes one by one the client, sponsor and programme manager as a top member, then the project manager and within the project a list of hierarchies present such as H&S, lead designer, main contractor, cost consultant and procurement. The main contractor also includes three subcontractor members to complete the entire contractual activities in the project. The reporting process follows the reverse direction of this hierarchy model to get complete information about the project. The system development cycle (SDC) includes four phases “phase A, phase B, phase C and phase D”. Phase A termed as conception phase, phase B is the definition, phase C is execution and phase D is operation. PhaseA includes the initiation and feasibility stage and planning preparation and phase B considers project objectives, system definition and user and system needs. PhaseC includes the design stage, production, fabrication, implementation, training, testing, test acceptance, termination and installation and phase D considers maintenance of system and evaluation. System maintenance and evaluation inlcudes two processes such as system improvement and system termination and phase D proceed into phase A to continue this cycling process in the system of a project.

Project Life Cycle and Planning (WBS)

The project life cycle includes 2 core parameters such as development or installation and operation. These two consider various activities as per conditions if any operation gets declined then this consider termination and if gets maturity then prefer as an enhancement or replacement. Enhancement proceeds into the development or installation process to get advantages of conception and growth of the project. The development process also proceeds into the operation process after confirming the criteria, objectives and target of the project. Therefore, this cycling process continues in a project till the project get completion and after getting any information about the quality issue then further development and operations are carried out to develop the quality of the project.

Work Break down Structures (WBS)" of Cross Rail

Figure 1: "Work Break down Structures (WBS)" of Cross Rail Way Projects in the UK

(Source: Self-developed)


The above-depicted analysis has considered the analyzed ultimate ranges of net income statement ratios have also been sustainably considered by following the multiple ranges of attributes that can also be a side that is much more effective sides. It has also been developing the cultures of net income statement modules and a company's welfare. In this regard, the "Budget approval, Advertising, Deliverable of presentations, Project Management and Final approval" have also been considered one of the. As stated by Kaewunruen and Lian (2019), the developments of organised deliverables have also balanced the cultures of task opportunities and increased the rates of mechanisms by generating effective ranges of understanding opportunities. Thus, the continuous rates of development activities have also been analysed in the complexity of the timing of conducting the project's initiatives and proportions of budget approvals.

Work Break Down Structures (WBS)" of Liverpool FC

Figure 2: "Work Break Down Structures (WBS)" of Liverpool FC

(Source: Self-Developed)


In contradiction, Robin (2022) has argued that the creation of WBS modules has assigned tasks and increased the ultimate ranges of team-building ability by proposing the planning structures. The timing of conducting the projects of "Liverpool FC" have been also helped to make segmentation and increased the rates of team building ability by diminishing the ultimate ranges of costing infrastructures in a sustainable manner. The rates of integrations have also been effectively developed by increasing the rates of community standards rates and creating effective ranges of project management by delivering the cultures of innovation rates and sketching skills. It has also organised deliverable projects by improving the cultures of HRM sectors and creating an effective range of planning structures by taking the help of visual presentations.

Project Conception and Scope management

Project conception considers phase A through continuing a list of purposes such as clarification of need and opportunity, defining objectives, investigating potential solutions and determining solutions viable, affordable and achievable solutions for the project. The conception phase of a project considers a cyclic process that includes inputs, processes, outputs and feedback and again continues from inputs after getting information about further development of the project.

Scope management includes phase B in the system development cycle (SDC) and the definition phase includes various criteria project scope through delivering specific functions and features, product scope and exclusion. The scope management considers these criteria to deliver support in meeting objectives that can maintain client wants and needs. The waterfall and agile methodology can provide effective support to scope management to continue the entire needed activities to deliver satisfaction to clients and continue development in the project.

According to Oliveira et al. (2019), the adaptations of effective ranges of "Execution/ Delivery Strategies" in the project regarding "Cross Rail" have been also effectively conducted that can be created a positive framework by improving the cultures of transportation networking styles. In this context, the chances of long-term goals can also be effectively achieved by improving the cultural attributes regarding operational infrastructure (, 2022). Taking the above-depicted strategies, the project can be becoming successful by identifications of the effective ranges of issue structures that can also be making an appropriate range of mitigation strategies by enhancing the ultimate ranges of capacity rates. In this regard, the project "Cross Rail" has been increasing the rates of powers for a cross London railway in the year 1990 and proposed schemes in the Elizabeth Lines (, 2022). The projects have also been sustainably conducted by notification on the multiple ranges of systematic attributes regarding "Respect the basics, check the sites, assess the risks, follow the regulations of the working area, and supporting each other" in s sustainable manner. The problem regarding logistics, enabling working conditions, and dealing with demolitions have been effectively solved by the usage of the above-depicted strategies.

In contradiction, Davies et al. (2019), the projects regarding "Liverpool FC" have also adopted the effective ranges of strategies regarding the "4-3-3 Formation Strategy" that have used for the creation of two centres back as well as full-backs behind the midfield lines regarding three. Therefore, the initial development activities have also been sustainably considered by the creation of tactical philosophy in the early stages of the managerial regions (, 2022). Thus, the continuous development rates of managerial infrastructures modules the ultimate rates of capacity, efficiency as well as the development of future growth rates can be becoming more acceptable. The changes in net income statement rates have been also sustainably considered around opening the training centres that have been also effectively conducted by "Liverpool FC" (, 2022). Along with that, the issues regarding Development planning programmers have been considered one of them. Thus, the adaptations of effective ranges of strategies have increased the ultimate ranges of profit margin rates and that can be making an effective range of growing structures for sustainably conducting the future growth perspectives.

Scheduling and time management

The scheduling process includes information regarding the plan and schedule of a project to achieve milestones of the entire project. This process considers the Gantt chart and network diagram to identify time requirements and the critical path of the project. Cross-rail project in the UK is considered a wide activity to convey entire construction projects in this country to provide benefits in the transportation process. This project subdivided its activity zones wise such as the west zone, central zone and east zone. This project considers providing a new construction of London's new Elizabeth line (, 2022). The entire expansion of this project starts from Reading and Heathrow and expands to Abbey Wood and connects a lot of cities such as Paddington, Bond Street, Tottenham Court Road, Farringdon, Liverpool Street, Whitechapel, Stepney Green Caverns, Shenfield, Victoria, North Woolwich, Woolwich and Plumstead (, 2022). On the other hand, Liverpool FC – Anfield Road Stand construction project considers developing a new stand in an official football stadium to develop its capacity by 7000 to continue with 61000 visitors in a single event in this stadium. This construction project considers the foundation of beams and columns in the initial phase and includes Y-shaped columns in the construction part (, 2022). This also considered lifting 300 tonnes of roof truss and constructing two large steel towers and two haunches of 60ft height each.

Activity Start time Finish time
Drive X ADA lane- 2009 PHYLLIS- 2009 ADA lane- 27/01/2014 PHYLLIS-07/01/2013
Drive Y ELIZABETH- 2014 VICTORIA-2014 ELIZABETH- 10/05/2015 VICTORIA-26/05/2015
Drive Z ELLIE- 2014 JESSICA (D1)- 2014 ELLIE-13/06/2014 JESSICA (D1)- 13/02/2014
Drive G ELLIE (D2)- 2014 JESSICA (D2)- 2014 ELLIE (D2)- 18/10/2014 JESSICA (D2)- 05/08/2014
Drive H MARY- 2009 SOPHIA- 2009 MARY-22/05/2014 SOPHIA- 29/01/2014
Final timetable In progress Expected finest time- May 2023

Table 1: Schedule table of Cross rail project

(Source:, 2022)

Activity Start time Finish time
1st stage 12/2014 09/2016
2nd stage 09/2021 In progress

Table 2: Schedule table of Liverpool FC – Anfield Road Stand construction project

(Source:, 2022)

The above two table shows the progress report of two highlighted projects in the UK. The Cross rail project is considered the largest project in the world as it is considered an estimated time of 16 years to complete the entire project. This project is segmented into different zones such as the west zone, central zone and east zone and as per the zone; this project subdivided its activity drives wise such as Drive X, Drive Y, Drive Z, Drive G and Drive H. The above-mentioned table shows that this project starts its initial step in 2009 and completed Drive X between 2013 and 2014. Drive also started in 2009 and finished in 2014. Drive G and Drive Z both started in 2014 and ended in 2014 as ELLIE (D2) and JESSICA (D2) parts in Drive G were completed on 18/10/2014 and 05/08/2014 respectively. In addition, ELLIE and JESSICA (D1) part of Drive Z completed in 13/06/2014 and 13/02/2014 respectively. Drive Y considered two parts ELIZABETH and VICTORIA and these two-part started in 2014 and completed their construction activity on 10/05/2014 and 26/05/2014 respectively (, 2022). On the other hand, the Liverpool FC- Anfield Road Stand Construction project started the stage of the construction project in 12/2014 and completed this construction part in 09/2016. In addition, this project started its 2nd stage in 09/2021 after getting interruption in 2020 due to the Covid-19 pandemic. This project is now in progress and expected to complete within 2023. This schedule management of the Cross rail construction project can get more value than the Anfield project as the management completed the entire project by considering less time than the estimated time. This project also conveyed a lot of activity together as various Drives continued together to deliver time effectiveness this project. However, the Anfield project takes a long time as compared to this largest project and this consideration has a negative impact on the Covid-19 pandemic as the entire project got interruption for approx 2 years period.

The Cross rail project considered industry partner agreements such as London Underground, Network Rail, Docklands Light Railway, Canary Wharf Group and Barkeley Homes in the central operating section of this project. This also included delivery partners such as programme partners, project delivery partners, design consultants for framework agreements and contractors for delivery contracts in this construction project whereas, Anfield project already completed construction of the new Main Stand in 2016 (, 2022). This also completed the construction of several Y-shaped columns, lifting of roof truss, two steel towers and two haunches of 60 ft height each.

Quality management and Control

Quality management includes measurements and implementation of quality in the project to continue with effective performance, safety, reliability, easiness, environmentally friendliness, value or cost-effectiveness, lack of non-conformities and quality category requirements of the project. These two projects need to maintain quality as they offer features as well as characteristics of products and services to satisfy all stated and implied needs. The quality of construction projects always relates to reliability, durability, practicality and investment benefits of construction projects (Chen, 2019). Resourcing the client and supply chain for teams is one of the essential processes in a construction project. Crossrail project reaping huge benefits to the Chartered Quality Institute (CQI) and mandated quality resources on the programme (, 2022). All quality and control management applied with formal chartered membership with a minimum experience of at least 5 years. The private road status required standard design as quality control in the Liverpool FC project. All materials for visually applying standard priority space for sitting more audiences and route via the surrounding residential street were completed in the quality management process during the construction period (, 2022). Involves ensuring compliance with minimum standards of material is one of the main quality management tasks during quality planning.

Stakeholder management and communication management plan

Stakeholder management considers systematic process, relationship management and risk management in the project. This management involves the identification of project stakeholders, segmentation of stakeholders, accessing the internet, development of a project communication plan and engagement and influence of stakeholders and repeating the process in the project.

Stakeholder management plan for Liverpool FC – Anfield Road Stand construction project

Low InterestLow Power High InterestLow Power
  • Staff
  • Project designer and developer
  • Client
  • Project manager
  • Contractor and subcontractor
  • Corporate manager
  • Political organisation
  • Suppliers
Low InterestHigh Power High InterestHigh Power
  • Resource manager
  • Community
  • Project member
  • An estimator of a project
  • Customer’s bank loan
  • Local government

Table 3: Stakeholder management analysis of Liverpool FC

(Source: self-developed)

Stakeholder communication plan for Liverpool FC – Anfield Road Stand construction project

Stakeholder Communication Plan
Stakeholder Method of Consultation Consultation Topics Duration
Project manager Formal email conversation Interviews and surveys Group meeting Managing these two construction sites in a proper way with all other stakeholders Monitoring the progress level of projects Daily
Staff Telephonic conversation Email conversation Group meeting Concern progress of the project as per the scenario of a project Daily
Project resource manager Formal email conversation Telephonic conversation Virtual Meeting Distribution of all tasks as per requirement on the construction site Arrangement of resources required urgently for implementation in a project. Weekly
Estimator Virtual phone call Formal email conversation Conference meeting Observing the progress of the project and controlling financial structure for all utilised tools and resources. Daily
Local government Conference and coalition meeting To assess whether any regulations and code of conduct are breached or not Monthly
Bank Formal email conversation To be aware of the payback period and rate of interest Monthly
Client On-site group meeting On-site conversation Conference meeting Telephonic conversation Knowing them all about a timeframe for project completion and whether projects are constructed as per the client's demand or not. Weekly
Project designer and developer Group meeting Telephonic conversation Group video call Observing whether any problems faced by a civil engineer in constructing as per their design. Weekly
Contractor and subcontractor Leverage informal communications Face-to-face meeting Screen-to-screen meetings Getting proper revenue and feedback from other stakeholders about client demand and other things Monthly
Political organisation Telephonic conversation E-newsletter Social media platform Checking whether they are linked with other political parties and getting illegal money from their side or not. Monthly
Community Social media platform Getting a proper plan for employment to people after completion of a project Whether the project maintains sustainability or not Monthly
Suppliers Telephonic conversation Formal email conversation Availability of raw materials and resources urgently needed by their side Weekly

Table 4: Stakeholder Communication Plan

(Source: Self-developed)

Stakeholder management plan for the Crossrail project

Low InterestLow Power High InterestLow Power
  • Technical directorate
  • Civil Engineers
  • Staff
  • Statutory undertakers and bodies
  • Contractor and subcontractor
  • Corporate manager
  • Suppliers
Low InterestHigh Power High InterestHigh Power
  • Local politicians
  • Project member
  • Railway bodies
  • Future passengers
  • DfT and HM Treasury
  • Local authorities

Table 5: Stakeholder management plan for the Crossrail project (Source: self-developed) Stakeholder management plan for the Crossrail project

Stakeholder Communication Plan
Stakeholder Method of consultation Consultation topics Duration
Railway bodies Formal email Phone calls during the working day Keeping a record of what had been said at a construction site. 1 week
Statutory undertakers and bodies On-site face-to-face visit Clear observation on discharging obligations and delivering acts regarding public functions. Daily
Community Face-to-face meeting Telephonic conversation Concern about aspects of work done and have been responsible for taking legal action. Weekly
Engineers and staff Formal-email Group meeting Concern about statutory powers concerning the function of this project. Monthly

Table 6: Stakeholder Communication Plan

(Source: Self-developed)

Cost estimation

Cost estimation includes the financial controlling process through evaluating, estimating, controlling, forecasting, analysing and reporting financial requirements to complete the budget of the project. This process considers various types of estimation such as preliminary estimation of top-down and detailed estimation of the bottom-up process to continue cost-effectiveness in the entire project.

Parameters Units Per unit cost Estimated cost
Railway track line construction 20000 kilometer square units £1000 £20 million
Signal construction 500 units £25000 £ 12.5 million
Electrification cost 50000 units of wire £ 500 £ 25 million

Table 7: Cost estimation table of Cross rail project

(Source: Self-developed)

The estimated time for the Crossrail project is 16 years with a phased opening cost estimation of £14.8 billion. This project will be the largest single enhancement providing a 10% increase in London capacity. A revised funding envelope increased in this project in the year 2018 and risen £17.6 billion. In August 2020, the additional cost to complete this project is being £1.1 billion and TfL agreed with the central government to deliver the project. In the present scenario, the £3.8 billion approximate cost included network rail elements. The top-down technique is usually followed up at the advanced design level and decomposes into effective work packets needed. Commercial review and challenge of estimates produce by industry partners in this workplace for leading management costs (, 2022). Using this technique in these projects three types of costs can be tracked and these are accruals, actual and committed costs. The total estimated amounts in commitments, actual, cost estimates and accruals are included in the forecasting process for this project.

Parameters Units Per unit cost Estimated cost
Columns and beam construction 500 £5000 £25 million
Steel framework construction 1250 units £65000 £ 81.25 million
Electrification cost 10500 units of wire £ 1500 £ 15.75 million

Table 8: Cost estimation table of Liverpool FC – Anfield Road Stand construction project (Source: Self-developed)

The Anfield Road stand design has been designed in a matter, which minimizes influence on the local public and achieves the requirement for over 60,000 capacities. In addition, the cost for this project was estimated with the help of the Bottom-up-estimating technique for gauzing the whole venture. Data is required for modest prices, increasing capacity from 54,000 to 60,000 is one of the main aims of this project, and expansion is estimated around £120 million. All costs incurred during the project life cycle with a proper operation phase and disposal of the system.

Risk management

Risk description Likelihood Severity Impacts Mitigating strategies Responsible person
Financial Risk (Liverpool FC) High Low High · Accurate team with accounts expertise · Aggregating a cot financial team Departments of financial managers and financial departments
Safety and Security Risk (Cross Rail) High Moderate Moderate · Random analysis of the threats during preparing the safe data handling · Implementations of technological advancements Departments of Safety and security
High Moderate Low
High Moderate Low

Table 9: Risk Register Analysis

(Source: Self-developed)

Cross-rail construction projects considered six key functions such as commercial, health safety, quality, environment, community relations and social sustainability. These six characteristics provided an assurance framework in this construction project and data shows that this framework delivered support in developing performance by 54% in its supply chain and value-added services. This project considered 24 million Euro per week to maintain change control and cost management project (, 2022). The management of this did not consider the traditional optimism-bias approach of the UK government and focused to implement a quantitative risk-based approach in this project to continue with effective risk management in this project. In addition, the management included risk management culture by considering the utilisation of multi-disciplinary designers and focused on technical risk management associated with "the Association of British Insurers (ABI)" and "British Tunnelling Society (BTS)" to have effective support in completing underground contracts and tunnelling process in this project (, 2022). Whereas, the development manager in the Anfield project considers developing a plan to support air quality, biodiversity, archaeology, flood risk, biodiversity, ground contamination, visual effects, waste, noise, public act, wind microclimate and obtrusive light (, 2022). Flood risk consideration includes "the Environment Agency Flood Map" and ground contamination consideration includes reinforced slab foundations of concrete formation in this project. This project also got a safe result as UXO servers confirmed that this project convey a low probability value of UXO hazard (, 2022). Therefore, both projects consider effective risk management to continue with sustainable development in this project.

Recommendations to improve the projects

  • The Cross rail construction project needs to follow effective cost estimation techniques that can support the financial part of the Government.
  • The consultation method needs to follow an effective process in the Cross rail project to complete the in-progress activity.
  • The final time plan of railway transportation needs to convey with proper time management to complete the final timetable activity within May 2023.
  • Effective time management can be considered in Liverpool FC- the Anfield project can mitigate delay issues.
  • Auto scanning process off hazard items can be included in this project to get effective support for safety purposes in project activity in the post-project activity of the Anfield project.


The above-depicted analysis has considered that the entire discussions have created a precise concept regarding the improvements of two kinds of projects related to "Cross Rail" and "Liverpool FC" that have been located in the UK. Therefore, with the creation of WBS, Time plan and cost estimations techniques the effective ranges of modelling structures rates have been briefly analysed for the identification of the scopes of this report.



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Davies, A., MacAulay, S.C. and Brady, T., 2019. Delivery model innovation: Insights from infrastructure projects. Project Management Journal, 50(2), pp.119-127.

Ford, P.R., Bordonau, J.L.D., Bonanno, D., Tavares, J., Groenendijk, C., Fink, C., Gualtieri, D., Gregson, W., Varley, M.C., Weston, M. and Lolli, L., 2020. A survey of talent identification and development processes in the youth academies of professional soccer clubs from around the world. Journal of Sports Sciences, 38(11-12), pp.1269-1278.

Kaewunruen, S. and Lian, Q., 2019. Digital twin aided sustainability-based lifecycle management for railway turnout systems. Journal of Cleaner Production, 228, pp.1537-1551.

Lichtenthaler, U., 2020. Mixing data analytics with intuition: Liverpool Football Club scores with integrated intelligence. Journal of Business Strategy

Oliveira, L.C., Fox, C., Birrell, S. and Cain, R., 2019. Analysing passengers’ behaviours when boarding trains to improve rail infrastructure and technology. Robotics and Computer-Integrated Manufacturing, 57, pp.282-291.

Robin, E., 2022. Performing real estate value (s): Real estate developers, systems of expertise and the production of space. Geoforum, 134, pp.205-215.

Tambunan, R.W., 2022. Use Multimodality In Teaching: Reading Images And Interpreting The Video Of Garuda Airlines Advertisements Sponsored By Liverpool Football Club. Jurnal Terapan Ilmu Pengetahuan, 1(01), pp.1-9.

Chen, Y., 2019, April. Research on engineering quality management based on PDCA Cycle. In IOP Conference Series: Materials Science and Engineering (Vol. 490, No. 6, p. 062033). IOP Publishing.

Websites (2022). BUILDING THE ELIZABETH LINE. Available from: Accessed on 24/12/2022, 2022. BUILDING THE ELIZABETH LINE Available at: [Accessed on: 23/12/2022], 2022. CROSSRAIL APPROACH TO ESTIMATING Available at: [Accessed on: 23/12/2022], 2022. QUALITY PROFESSIONAL RESOURCING AND DEVELOPMENT Available at: [Accessed on: 23/12/2022] (2022). Tactical Analysis of Liverpool FC's 4-3-3 Formation. Available from: Accessed on 24/12/2022, 2022. EXPANSION OF ANFIELD ROAD STAND, ANFIELD - Liverpool Available at: [Accessed on: 23/12/2022] (2022). DELIVERY/EXECUTION STRATEGY. Available from: Accessed on 24/12/2022, 2022. Crossrail programme organisation and management for delivering London’s Elizabeth line Available at: [Accessed on: 23/12/2022], 2022. Available at: [Accessed on: 23/12/2022] (2022). It's twelve months to the day that Jürgen Klopp stuck a spade in the sand and launched Liverpool FC's Anfield Road expansion project. Available from: Accessed on 24/12/2022, 2022. Anfield Road expansion marks a year of development Available at: [Accessed on: 23/12/2022], 2022. Construction: Anfield - stadium database Available at: [Accessed on: 23/12/2022] (2022). 13 new photos of Liverpool’s Anfield Road End expansion ahead of next phase. Available from: Accessed on 24/12/2022, 2022. Anfield Road Expansion: 365 days, 3,700 tonnes of steel and 1 spade Available at: [Accessed on: 23/12/2022]

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