ECSIG (TfL) presentation 29 06-15 - final for sharing

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Transcript of ECSIG (TfL) presentation 29 06-15 - final for sharing

1. 16 October 2006 1 A Journey of Change: Delivering Transformation at Transport for London 2. Welcome and Housekeeping June 2015 2 3. Agenda Introduction to TfL TfL Change Programmes Project Management Methodology and Business Change Framework Developing Change Capability Questions June 2015 3 4. Introduction to TfL Executive arm of Greater London Authority reporting to Mayor of London Formed in 2000 bringing together almost all transport modes in London London Underground added in 2003 Structured as 2 operating businesses, Rail & Underground and Surface Transport, and Specialist Services corporate functions June 2015 4 5. The scale of TfL In 2013/14 the Tube carried a record 1.27bn passenger journeys and 8,765 buses carry over 2.3bn people per year Huge growth on London Overground, DLR, Tramlink, River Services and Cycling >60m Oyster cards issued & huge growth of contactless payment Revenue 4.8bn in 2013/14; 28,000 staff Over 3bn a year invested in improving transport infrastructure, including modernising Tube and roads, and completing Crossrail We have introduced new technology to help improve our customers' journeys, for example real-time bus information We are seeking to double income from our property portfolio, advertising estate and from developing our retail services in stations to raise over 3bn by 2021 Change has to be part of everything we do at TfL June 2015 5 6. Drivers for Change at TfL June 2015 6 Technology Efficiency Organisational Capability development Customer Service Environmental Drivers of change TfL Context Future Ticketing, Mobile devices, Station Wi-fi Reducing CO2, more and safer walking & cycling, noise reduction Restructuring and integration of other organisations Leadership, project and change management, commercial Comprehensive spending review and efficiency targets Fit for the Future Stations: and how we interact with customers Economic Londons population increases by two bus loads per day Political The Mayors Transport Strategy, General & Mayoral elections 7. Why do we need to manage change better? 7 ValueGap Time BenefitsRealisation Full Implementation/ Embedment of Project Outputs Installation only ... Installation v Implementation Addressing the value gap In TfLs 2014 Viewpoint survey only 27% of respondents said change is well managed where they work Industry wide 70%+ of change projects fail to achieve their full benefits Managing change effectively delivers benefits faster and more successfully and minimises loss of productivity 8. Change Programmes at TfL June 2015 8 9. Fit for the Future - Stations Scope: The purpose of Fit for the Future Stations is to transform the way LU runs its stations, focusing on the people, processes and assets in them from station buildings to ticket machines in order to improve customer service & reduce LUs operating cost. Projects: Projects are grouped into three programme areas 9 3.6 Engagement 2.3 Ticketing 2.1 Built Environment 2.2 Process & Technology 1.1 Stations Staffing Model 1.2 Operational Enablers 2.4 Visitor Information Centres 3.2 Skills & Capabilities 3.1 People Transition 3.4 Transition Team Planning 3.5 Employee Comms 3.3 Industrial Relations 1.3 Operating Model Design Authority 1. Stations Operating Model Design 2. Infrastructure Delivery 3. Change Management 10. March 2015 10 11. Predict & Prevent Programme 11 12. Early Opportunities Ideas which could deliver some early opportunities: 12 Introduce centralised asset monitoring capability within London Underground Control Centre (LUCC) Optimise and embed the use of Condition Monitoring within COO Maintenance processes Improve the reporting and feedback of failures associated with condition monitoring alarms Publicise successes achieved to predict & prevent failure through the use of monitoring Implement quick wins from 4 Case Studies Develop analytics capability to deliver business improvement 13. RAMS Programme Reliability & Safety Programme The Reliability & Safety Programme is delivering ca 60 reliability improvement projects and initiatives to reduce the amount of delay attributable to assets, customers and staff. These improvements will contribute to meeting the target to reduce Tube delays by a further 30 per cent by the end of 2015 (compared to 2011), which equates to a reduction of 8.7m Lost Customer Hours (LCH). 14. A few other examples... June 2015 14 New Uniform for London 15. Business Change in IM 15 Business Change requirements cover ~ 150 active IM Programmes & Projects Pipeline Demand Capacity Planning Scoping & Resourcing Application of methodology Capability Development TfL communication & feedback mechanisms Provision of assigned Business Change resources to IM Programmes with significant Business Change End-User Computing Mobile Transforming IM Run Better JNP Integration Fit for the Future Stations Enterprise Content Management Asset Management 16. A new 24-hour Tube service at weekends from September 2015 The initial network will be comprised of regular services on the Northern, Piccadilly, Victoria, Central and Jubilee lines What is Night Tube? 17. 24% increase in demand over last 10 years 61% increase in demand over last 20 years 300%Night bus passenger growth since 2000 14% increase in growth expected by 2022 22:00 Travel after 22:00 is growing faster than daytime demand Were listening to our customers 18. Methodology We have a defined project methodology across TfL called Pathway Pathway questionnaire flags up the need for People Change This directs people to the Business Change Framework (BCF) The BCF has five phases with information and advice on change and people involvement 19. TfL Pathway TfLs Delivery Methodology 20. What is it? Imperative from the TfL Commissioners 2012 message: ... common project methodology, assurance processes ... underpinned by a common management system to ensure a clear approach to how we deliver together. The integrated project, programme and portfolio delivery methodology for TfL 21. What TfL Pathway offers: A scalable and pragmatic approach to managing projects, programmes and delivery portfolios Project, programme and delivery portfolio lifecycles to reflect the spectrum of activity at TfL A set of delivery principles based on common good practice A common delivery vocabulary A new approach to managing people through changes associated with delivery Transparent Investment Governance and Assurance rules: agreed map for assurance and investment based on transparent rules rationalised Authority Submissions Fully endorsed by the TfL Leadership Team Designed by working with more than 300 delivery staff around the TfL business 22. Key Messages for People Change first time for ... A pan-TfL mandated change process at this level Fully integrated with the pan-TfL project/programme/portfolio delivery methodology Methodology formally prompts people change activity via its tool Formal recognition of People Change Manager (PCM) role 23. Business Change Framework 23 Top tips: Clear Vision for Change Visible, consistent Sponsorship throughout the change Strong communications and engagement Support for employees throughout the change process Good project management 24. What does the BCF look like? Click on one of the BCF phases for guidance and useful tools 25. How do Pathway and BCF link? Delivery Discover Design Deliver Transition B u s i n e s s C h a n g e F r a m e w o r k P r o j e c t L i f e c y c l e Project Close Detailed Design Concept Design Outcome Definition Feasibility BenefitsPlanning BenefitsRealisation Integrate Whydo we needto change andwhat are the benefits? How do we go about developing the solutionanduse peoples ideas/knowledge inthe process? How canwe deliver the change plan andbring people with uswhile deliveringit? How do we make sure that we move to the new wayof operating smoothlyand effectively? How do we make sure that we fullyembedthe new wayof operatingandnot slipbackinto oldways? BCF 26. TfL Pathway Questionnaire flags up the need for People Change Will the project impact TfL staff (those directly or indirectly employed by TfL) in any of the following ways? Change roles and responsibilities of staff? Alter organisational structures? Add/modify/remove equipment/technology that will impact staff? Change processes/procedures that will impact on staff? Change staff rosters/workload/working patterns or work locations? Impact staff in other ways? 27. What do I need to do? BCF Pathway includes a Handbook on People Change For programmes, delivery portfolios or projects with a significant element of people change, a People Change Plan should be produced to describe people change activities at a greater level of detail People Change Plan template brings together all people change activity in one place, with hyperlinks to relevant tools in BCF People Change Plan becomes check at Stage Gate Reviews that change activities are being managed appropriately A specific role of People Change Manager (PCM) has been defined to lead on people change activities and be the voice of people change within the programme or project 28. People Change Plan Tidy repository for the output of BCF tool activity on projects Stakeholder Engagement Plans naturally flow from People Change Plan ... Also connections to Operational and Maintenance Concepts and Readiness Plans where appropriate ... Links to Business Change Framework Tools VIA MENU IN TEMPLATE 29. People Change Manager consulted on: Stakeholder Engagement & Communications Plan Product Management Plan Project Requirements Project Execution Plan Lessons Learned Maintenance Concept Maintenance Readiness Plan Operational Concept Operational Readiness Plan Risk Management Strategy Schedule Equality Impact Assessment (EQIA) 30.