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Our management and control process for delivering projects on the operational railway
In today's rail industry, investments can be funded, procured and delivered in a number of ways. These range from schemes funded, managed and delivered wholly by Network Rail to those schemes where such activities are wholly or partly undertaken by third parties.
Network Rail has an important role to play, regardless of approach. As infrastructure manager of the national rail network, we play a role in ensuring that all schemes are compatible and integrated with existing railway operations.
Governance for Railway Investment Projects (GRIP) describes how we manage and control projects that enhance or renew the national rail network.
We have developed this approach to managing projects in order to minimise and mitigate the risks associated with delivering projects that enhance or renew the operational railway and projects in a High Street environment.
The approach is based on best practice within industries that undertake major infrastructure projects and practice recommended by the major professional bodies. These include the Office of Government Commerce (OGC), the Association of Project Management (APM) and the Chartered Institute of Building (CIOB).
GRIP divides a project into eight distinct stages. The overall approach is product rather than process driven, and within each stage an agreed set of products are delivered.
Formal stage gate reviews are held at varying points within the GRIP lifecycle. The stage gate review process examines a project at critical stages in its lifecycle to provide assurance that it can successfully progress to the next stage.
Issue 2 of the GRIP Policy Standard (NR/L1/INI/PM/GRIP/100) was published on 3 March 2012, and has a compliance date of 16 April 2012. Please refer to the Standards Briefing Note that accompanies the published Standard for a list of changes between issue 1 and issue 2.