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The European Rail Traffic Management System (ERTMS) represents a critical infrastructure project dedicated to the digitalisation of railway transportation services within the European Union. Nevertheless, the ERTMS deployment has experienced a gradual pace, falling behind the EU ERTMS implementation schedule. Under this premise, this study investigates the schedule performance of ERTMS projects across the EU region, and the prevailing project management practices employed in managing the ERTMS project through a qualitative case study of the Danish ERTMS deployment. The findings reveal that ERTMS projects are inherently more susceptible to risks than their initial estimates, with the actual schedule exceeding initial estimation by 1.75. The qualitative analysis has identified fourteen prominent causes contributing to project delays and eleven distinct solutions to mitigate these underlying challenges. The study reveals that addressing specific challenges requires a combination of solutions across three levels of project management: technical, strategic, and institutional.

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Managing European Railway Traffic Management System Project: Challenges and Lessons Learnt from Denmark

  • 会议论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年

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  • Kornpong Mahitthiburin

摘要

The European Rail Traffic Management System (ERTMS) represents a critical infrastructure project dedicated to the digitalisation of railway transportation services within the European Union. Nevertheless, the ERTMS deployment has experienced a gradual pace, falling behind the EU ERTMS implementation schedule. Under this premise, this study investigates the schedule performance of ERTMS projects across the EU region, and the prevailing project management practices employed in managing the ERTMS project through a qualitative case study of the Danish ERTMS deployment. The findings reveal that ERTMS projects are inherently more susceptible to risks than their initial estimates, with the actual schedule exceeding initial estimation by 1.75. The qualitative analysis has identified fourteen prominent causes contributing to project delays and eleven distinct solutions to mitigate these underlying challenges. The study reveals that addressing specific challenges requires a combination of solutions across three levels of project management: technical, strategic, and institutional.