16 October 2006 1

A Journey of Change: Delivering

Transformation at Transport for London

Welcome and Housekeeping

June 2015 2

Agenda

• Introduction to TfL

• TfL Change Programmes

• Project Management Methodology and Business

Change Framework

• Developing Change Capability

• Questions

June 2015 3

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

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

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 London’s population increases by two bus loads per day

Political The Mayor’s Transport Strategy, General & Mayoral elections

Why do we need to manage change

better?

7

‘Valu

e G

ap’

Time

Be

ne

fits

Re

alis

ati

on Full Implementation/

Embedment of Project

Outputs

Installation only ...

Installation v Implementation

Addressing the ‘value gap’

• In TfL’s 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

Change Programmes at TfL

June 2015 8

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 LU’s 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

March 2015 10

Predict & Prevent Programme

11

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

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).

A few other examples...

June 2015 14

New Uniform for London

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

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?

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

We’re listening

to our customers

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

TfL

Pathway TfL’s Delivery Methodology

What is it?

Imperative from the TfL Commissioner’s 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

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

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

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

What does the BCF look like?

Click on one of the BCF

phases for guidance

and useful tools

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

DesignConcept

DesignOutcome

DefinitionFeasibility

Be

ne

fits

Pla

nn

ing

Be

ne

fits

Re

alis

ati

on

Integrate

Why do we need to change and what are the

benefits?

How do we go about developing

the solution and use people’s

ideas/knowledge in the process?

How can we

deliver the

change plan

and bring

people with

us while

delivering it?

How do we

make sure

that we move

to the new

way of

operating

smoothly and

effectively?

How do we make sure that we

fully embed the new way of

operating and not slip back into

old ways?

BCF

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?

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

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

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)

16 October 2006 30

Developing Change Capability

March 2015 31

March 2015 32

16 October 2006 33

Q&A

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