This paper describes significant aspects and the dynamics of the project management during the last eighteen months before the opening of the Copenhagen Metro. It will primarily deal with phase 1, now opened, and first phases 2A and 2B which will open in 2003. Phase 3, which is to commence in October 2003 and to be completed in 2007 will not be described. Until approximately eighteen months before the opening the organisation focused on management and supervision of the individual contracts. The whole focus was then shifted from individual contract management towards management of integration and commissioning of whole sections. Approximately one year before the opening it was agreed with the contractors to establish a Completion Task Force Group chaired by the Project Management. The governing principle was "Metro First", which meant priorities were to be given to activities which served the whole project best. In some cases this would be to the disadvantage of one of the contractors. Compensation for this would be decided outside the Completion Task Force and this would not hold up the works. To support and safeguard the initial phase of operation after the opening, the Railway System Contractor and the Employer/Consultant each established an operational support team. Some specific project management issues will be described and finally, the paper will draw some conclusions on what went well and what could be improved.
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