2nd Case Study - Why Transport for London set up a PMO
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Transcript of 2nd Case Study - Why Transport for London set up a PMO
16 October 2006 1
16 October 2006 2
https://www.youtube.com/watch
?feature=player_detailpage&v=
sGCRWIFoduk
26 February 2015 4
The Transport for London Story
• The journey began in 2000 as TfL was created as
part of the Greater London Authority
• For the first time London had a single Transport
strategy and vision
• All modes of transport brought together within
one organisation
26 February 2015 5
The Transport for London Story
16 October 2006 6
https://www.youtube.com/watch
?feature=player_detailpage&v=
O-T9hj7ZZdQ
26 February 2015 7
The Journey so far
26 February 2015 8
So why a TfL PMO?
26 February 2015 9
A TfL PMO because..
• We need to understand whether we are delivering
the Mayor’s Transport vision
• Clearly separate Operational expenditure from
Capital investment
• With an annual Capital Investment spend of
approximately £1.8bn we need to have visibility
• Our investors want confidence in our ability to
deliver
• We need a consistent way to measure our
performance, aligning Processes, Capability and
systems
26 February 2015 10
TfL PMO was created
• Four elements of the PMO were created
– Centre of Excellence
– Assurance
– Programme Performance and Controls
– Business Change
• Move to align with industry best practice linking
to APM
26 February 2015 11
26 February 2015 12
Pathway
• Within Pathway resides our governance and
methodology for delivery
• For the first time TfL has a single methodology
and governance structure for all Capital
investment
• Linked to the Company Management System to
integrate with standards and policies
26 February 2015 13
26 February 2015 14
Pathway
• Where the Pathway Project Management Plan
(PPMP) tool and product matrix are stored
– The Product Matrix lists the products that are potentially
needed to deliver the requirements of the lifecycle
– PPMP is a record of what documents have been and will
be produced
• Through the products we can define what a
project, programme or portfolio will deliver, how
and when so it can be measured
26 February 2015 15
Integrated Assurance Reviews
• One of the mandatory products is the Integrated
Assurance and Approvals Plan
• Different levels of review depending on size,
complexity and risk – Three lines of defence
• Managed within appropriate level of governance
• Drive consistency through the organisation
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The Journey continues
16 October 2006 17
https://www.youtube.com/watch
?v=Z3Q0FZUKHkY&feature=pla
yer_detailpage
26 February 2015 18
The Future of TfL
• The organisation will continue to grow with the
introduction of Crossrail and other new
infrastructure
• As money gets tighter we need to ensure we are
getting the most out of every penny spent
• Need to have information available at the touch of
a button
26 February 2015 19
The Change Programmes
• Building Information Modelling (BIM) – To enable collaborative working with the industry
• Building a Better Finance – To allow better integration of financial resources and
information with the business
• Run Better – Exploit technology to make us more efficient
• Integrated Project Controls – To fully integrate project methodology and provide
compliance
26 February 2015 20
The journey to Integrated Assurance
• Define what we are doing
• Measure what we are doing
• Drive it consistently through the business
• Sustain the business at the level required through
technology
• Once we get there we can begin the path of
continuous improvement
16 October 2006 21
tfl.gov.uk
