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The purpose of this report is to determine whether the Channel tunnel project was a success or a failure as a project management exercise. Based on the supporting documents and investigation into the project the following report will identify key aspects of project management, fundamental to any project succeeding, and if these have been applied. Necessary recommendations at the end of this report will support any findings. Initial reports would support the decision that this project was a failure due to the fact of it costing twice the original planned budget, the final product being delivered several years late, loss of life during the project life cycle and numerous well documented failures of rolling stock and significant lapses in security arrangements. Conversely and not so well documented are the successes of the project, for example high customer satisfaction, high volumes of passenger and freight traffic being moved efficiently, speed of service to the continent, an alternative means of travel and various awards of achievement the overall project has received. The report concludes that the Channel tunnel project was a success as it delivered in accordance with the main aim and that was to provide a direct transportation link between the United Kingdom and main land Europe.

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