32 Enterprise Project Governance the work provided inadequate cost information to the executive management, making it diffi cult to monitor costs and maintain sound communication with London Underground. The poorly documented performance and cost informa- tion also hindered the development of substantiated requests for claims. By March 2006, Metronet was well behind schedule with 11 stations reno- vated and 44 kilometers of track remodeled of the originally planned 35 sta- tions and 69 kilometers of track. The PPP arbiter in the annual review indicated that the organization and contractual relationships were unsatisfactory and that contracts outside the internal Metronet supply chain should be awarded through competitive tender. But it was already too late to fix something that started wrong since its inception. Metronet ran out of cash and entered third- party administration in July 2007. In May 2008, Metronet was taken over by Transport of London, a governmental agency. Given that Metronet was an organization assembled specifically for the pur- pose of developing and delivering a number of projects, failure in adequately