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2nd Case Study - Why Transport for London set up a PMO


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Mark Woodhouse explained the history of TfL which started in 2000 with the first Mayor for London who had a vision to bring responsibility for all modes of transport together to keep London moving.

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2nd Case Study - Why Transport for London set up a PMO

  1. 1. 16 October 2006 1
  2. 2. 16 October 2006 2 ?feature=player_detailpage&v= sGCRWIFoduk
  3. 3. 16 October 2006 3 Why a TfL PMO? Mark Woodhouse PMO Reporting Lead – TfL
  4. 4. 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
  5. 5. 26 February 2015 5 The Transport for London Story
  6. 6. 16 October 2006 6 ?feature=player_detailpage&v= O-T9hj7ZZdQ
  7. 7. 26 February 2015 7 The Journey so far
  8. 8. 26 February 2015 8 So why a TfL PMO?
  9. 9. 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
  10. 10. 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
  11. 11. 26 February 2015 11
  12. 12. 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
  13. 13. 26 February 2015 13
  14. 14. 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
  15. 15. 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
  16. 16. 16 October 2006 16 The Journey continues
  17. 17. 16 October 2006 17 ?v=Z3Q0FZUKHkY&feature=pla yer_detailpage
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. 16 October 2006 21