Session Chair: Derek TierneyDepartment of An Taoiseach &Chair of Project Management Leadership and Advisory Service

Managing Innovation

“How can we use programme and project management to bring lasting change?”

Tim Gaston

DirectorNational Transport Authority

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Public Service Innovation How can we use programme and project management to bring lasting change?

Tim Gaston September 2018

The National

Transport Authority

Heading

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What NTA does

Bus, Rail & Light RailServices

Personal Travel Choices Transport Planning &Policy

Integration & Technology

Taxi & Bus Licensing Investment Projects

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Context - Project 2040

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Project 2040:

key areas for NTA

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Context - GDA Transport Strategy

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BusConnects:

A transformational programme

A Network of “Next Generation” Bus

Corridors

Simpler Fare Structure

New Bus LiveryPark & Ride

facilities

Cashless Payment System

Complete Redesign of Bus Network

State-of-the-art Ticketing System

New Bus Stops+ Shelters

Use of Low Emission Vehicles

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Payment related projects in

the B/C programme

A Network of “Next Generation” Bus

Corridors

Simpler Fare Structure

New Bus LiveryPark & Ride

facilities

Cashless Payment System

Complete Redesign of Bus Network

State-of-the-art Ticketing System

New Bus Stops+ Shelters

Use of Low Emission Vehicles

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Short video showing the future of ticketing

The new approach globally to transport ticketing

From Card based to Account based

Card based

All about choice

Account based

Next Generation Ticketing

Mobile First

Personalised Fares, chosen for you

Customer’s Choice of Payment Method

Customer’s Choice of Media

Single Sign On

Easy Access to Public Transport, easier choices

Choose Anonymous or Personalised

Prepaid

Migration PathCard based back-office

Mobile

Tokens

cEMV

QR Code

Leap Card

Phase 1: Mobile

Ticketing

Phase 3:

cEMVPhase 4: QR Code

Phase 5:

Tokens Phase 6: Switch

off Leap Back office

Phase 2: ID

Mgmt

Leap +

SingleSign on

Existing Bus Equipment &

means of payment

Driver machineValidator

Final phase – Full self-service

ABT Back Office

New validator

New Driver Terminal

Draft Programme

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Across the Country using whatever is in your wallet/pocket!

ABT will open up the opportunities for an anonymous consumer to get a train, LUAS or

Bus to the city centre, take a city bike to the train station, take train to a regional city

complete their final leg using a Pay-As-You-Go car, including parking at the final

destination all using a single travel token held on a choice of cards or phones.

Future Total Mobility Vision

Thank-you

Ruth Kennedy

Revenue Commissioners

PAYE Modernisation Programme and project management to bring lasting change

PAYE Modernisation Design Principles

Seamless integration into payroll

Minimize employer cost to comply

Abolition of P30s, P45s, P46s, P60,

End of Year Returns

Right tax paid on current due dates

Time savings

Simplified online services

Maximise use of entitlements

Automatic end of year review

Real time accurate data

Transparency

Statutory in-year employer return

Making compliance easier

Accurate up to date income details

Reduced customer contacts

Timely targeted interventions

Steering Group 1Design & Dev

Project Board

Oversight Group

Governance Structure

RLS PD ICT&L DRCGs

Board

PD

Steering Group 2 Change Mgmt

Steering Group 3 External bodies

RLS PD ICT&L RegionsCGs

PM

O

DEASP

DEASP

• A strong governance framework for a strategic high profile programme• The Project Board and Steering groups will collectively manage the critically important change

management process• Leverage existing senior management fora to coordinate day to day operational mobilisation and

both internal and external engagement• Project team resources assigned 100% to the programme

Programme and Project Management Techniques

• Starting Gate Review

– Identified risks at outset and assigned to correct forum to mitigate and monitor

• Formal Decision Governance Process

– Covered legislative, operational and ICT decisions and leverage governance structure

• Benefits Realisation

– Defined at outset and reviewed throughout

• Delivered early and often

– Planned to enable legislative, operational and ICT changes to be made in advance 1 January 2019

• Co-design with external stakeholders

– Engaged stakeholders early and often and worked collaboratively to design

– Published outcomes on Revenue website

• Multidisciplinary Revenue teams

– Legislation, operational, ICT resources all working together to one common goal

– Used Expression of Interest for staff to join the project teams

• Mix of Agile and Waterfall methodologies used depending on suitability for given project

– Agile techniques used on waterfall projects where beneficial

High Level Plan

• From 1 January 2019 employers are required to report to Revenue at the time you pay your employees.

Date Milestone

Oct 2016 Public Consultation Published (co-design)

March 2017 Revenue’s Consultation Report Published (co-design)

June 2017 All technical schemas published for payroll software providers (co-design) (deliver early and often)

Dec 2017 Section 77 of the Finance Act 2017 provided for the legislative changes that are necessary to underpin PAYE Modernisation(deliver early and often)

March 2018 Public Interface Test open for payroll software providers (deliver early and often)

June 2018 Pre-publication of draft regulations which are the detailed provisions in relation to the administration of the new PAYE system (co-design)Updated PAYE ICT systems launched internally (deliver early and often)

Sept 2018 Income Tax (Employment) Regulations made (deliver early and often)Parallel Testing Phase commenced (deliver early and often)

Dec 2018 Live Implementation of Employer Reporting

Extensive Change Management

• ~198,000 employers

– Direct engagement through letters, customer service visits, compliance visits, seminars

– Indirect engagement at outreach events, media and advertising campaign, website

• Revenue staff

– 4 phased internal communications approach including presentations, newsletters and web content

– Comprehensive training plan – technical and systems training

– Change Drivers in each Revenue Division

Programme & Project Management in the Public Service

Brigitta O’Doherty, Department of Defence (Action 10 Co-ordinator)

Comdt. Adrian Keohane, Defence Forces

Joint Civil / Military White Paper Implementation Facilitation Team

Wednesday 26th September 2018

Action 10 Embed Programme & Project Management

OPS2020 – 18 Headline Actions identified

6 priority actions were selected for immediate implementation including Action 10

Department of Defence was chosen to lead on Action 10

Collaborative approach adopted

One-to-one and bi-laterals meetings arranged with different sectors

Action 10 Team formed and is being facilitated by IPA

Background:

1. Programme & Project Management (PM) Scope, Maturity Assessment, Auditing and

Benchmarking

2. Governance & Reporting Guidelines

3. Communications Strategy

4. Identify pilot policy / strategic projects to demonstrate the benefits of PM

5. Integrate PM into training across the Public Sector

6. Develop reach of current CSPM Network

7. Handbooks for PM

8. Developed approach to PM implementation taking account of cultural & change management

considerations

Workshop 1 held 13th June 2018 – Scoping Paper developed and eight initiatives identified:

Approved by PSLB on 27th June 2018

1. Programme & Project Management (PM) Scope, Maturity Assessment, Auditing and

Benchmarking

2. Governance & Reporting Guidelines

3. Communications Strategy

4. Identify pilot policy / strategic projects to demonstrate the benefits of PM

5. Integrate PM into training across the Public Sector

6. Develop reach of current CSPM Network

7. Handbooks for PM

8. Developed approach to PM implementation taking account of cultural & change management

considerations

Workshop 1 held 13th June 2018 – Scoping Paper developed and eight initiatives identified:

Approved by PSLB on 27th June 2018

1. Programme & Project Management (PM) Scope, Maturity Assessment, Auditing and

Benchmarking

2. Governance & Reporting Guidelines

3. Communications Strategy

4. Identify pilot policy / strategic projects to demonstrate the benefits of PM

5. Integrate PM into training across the Public Sector

6. Develop reach of current CSPM Network

7. Handbooks for PM

8. Developed approach to PM implementation taking account of cultural & change management

considerations

Workshop 1 held 13th June 2018 – Scoping Paper developed and eight initiatives identified:

Approved by PSLB on 27th June 2018

Identify suitable case studies from Action Team 10 members, CSPM Network

members and PMI / IPMA

Engage with PMLAS (including CSMB sponsors) re expanding PM Network

Development of Handbooks / Easy Reference Guide & Toolkit for Programme &

Project Management for sharing and collaboration on PM

Initiative 4

Initiative 6

Initiative 7

Workshop 2 held 10th September 2018 and prioritised three initiatives - 4, 6 & 7

Noted by PSMG Monday 24th September 2018

Key Initial Actions

Action Team 10 would appreciate your assistance in participating in a quick survey on

Sli.do

Thank you for participating in the survey and ifyou are interested in participating in the work

of Action Team 10, please contact us at joint.team@defence.ie