Author(s)

M.J. Gannon

Abstract

Building a business case for a rail project is a complex and demanding task drawing on the professional skills of transport planners, economists, quantity surveyors and engineers. The decision and policy makers need to be convinced that the project sponsor is promoting a credible and robust business case that reflects the scheme’s intended investment before giving the go-ahead for the scheme. However despite these fundamental requirements with the business case the rail industry is plagued with projects that have been granted approval, by the decision and the policy makers, and have not delivered according to the forecast business case proposed by project sponsors. In most projects the conclusion that can be drawn is that costs were underestimated and benefits and revenue were overestimated in the

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