THE SSL Control and Information team was formed to provide computerised control systems for London Underground. Over the years, control and automatic routing systems have been provided for the Metropolitan, Jubilee (north of Westminster) and Bakerloo lines from Baker Street.

On line: computers in the control room at Baker Street monitor the signalling system

In addition to maintaining these systems, the team provides Passenger, Staff and Management Information systems as well as requirements analysis and technical assurance of systems which are sourced through external contractors.

The team's current portfolio includes:
lThe technical content of the ITT for the Train Identification and Management Information System (TIMIS) Project as well as handling aspects of contractual negotiation and technical assurance during implementation of the system.

• lThe technical content of a proposed ITT for the next generation of District and Piccadilly line control systems.
• lEnhancements to the Metropolitan line control system to provide centralised control of the signalling at additional sites between Baker Street and Aldgate.
• lCentral line Management Information System.
• lNorthern line Signalling Control System Training Simulator.

While fulfilling the requirements of these projects, the 24-strong team is also responsible for the whole life support of the existing Baker Street control systems. Judy Bidabady, who leads the team, acknowledges that “the existing systems will need replacement within the next five years because these assets have a 20-year design life, and some have now been in service for 14 years.”

Alison Danahay, Senior Systems Engineer, says: “The computers are still capable of functioning as efficiently as ever, however the vendors have moved on to new generations of computing equipment and no longer wish to support equipment of this age. Some parts can still be obtained for the time being, but others are becoming more and more difficult to come by.”

Aging gracefully: pictured above is the mini computer which provides supervisory control of the Bakerloo Lind. It was installed in the mid-1980s

Wherever possible, upgrades to the computers have already been carried out. For example, when originally commissioned, the hard disks were of a size (80MB) which was quite large at the time. But these have now been complemented with additional hard disks up to the limits of the existing operating systems (1 to 4GB in size).

“We need to start looking at plans for replacements now,” says Bill Collins, Assistant Delivery Team Leader. “In five years time, our task will be even more difficult if there are hardware failures that we are not able to fix because we cannot obtain the parts.

“This team is well placed to develop a new control system,” he continues. “In addition to a vast spectrum of knowledge about the operation of the Underground, the signalling systems involved, and the philosophy behind control systems on the Underground, we also have skills in requirements analysis and understand the risks and ramifications associated with replacing existing control systems.”

However, both Bill and Judy recognise that in order to be able to deliver a new control system, the team must grow in size. New team members would have to be quickly brought up to speed with an understanding of the existing control systems and the operational philosophy over which they are used.

“Bringing in a new control system is not just a matter of slapping a computer on a desk,” says Alison. “The control system needs to be a tool whch can be used by the operators to provide a more efficient service, and must necessarily either be impacted by, and/or have an impact on, the existing processes and procedures used by the operators as well as resourcing levels.”

The Control & Information team has a good understanding of the technical obsolescence issues in bringing in a new control system from current experience. An understanding of the risks of designing systems with a 20-year life and utilising equipment that manufacturers are unlikely to want to support for this length of time, is imperative. Solutions have to be found to the problem.

“We are within the PPP transitional phase,” says Judy, “and it's not possible to go much further with specifying the replacement of the control systems. However, there is no reason why we shouldn't start planning and talking to people about the way forward.”

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