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A journey of change: Delivering transformation at Transport for London


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A journey of change: Delivering transformation at Transport for London presented at their head office in London
Tuesday 24th March 2015
Organised by Association for Project Management - Enabling Change Specific Interest Group

Published in: Business
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A journey of change: Delivering transformation at Transport for London

  1. 1. 16 October 2006 1 A Journey of Change: Delivering Transformation at Transport for London (c) Transport for London
  2. 2. Welcome and Housekeeping March 2015 2
  3. 3. 16 October 2006 3 Introductory Film
  4. 4. Agenda • Introduction to TfL • TfL Change Programmes • Project Management Methodology and Business Change Framework • Developing Change Capability • Questions March 2015 4
  5. 5. 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 March 2015 5
  6. 6. 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 March 2015 6
  7. 7. Drivers for Change at TfL March 2015 7 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
  8. 8. Why do we need to manage change better? 8 ‘ValueGap’ Time BenefitsRealisation 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
  9. 9. Change Programmes at TfL March 2015 9
  10. 10. 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 10 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
  11. 11. March 2015 11
  12. 12. Predict & Prevent Programme 12
  13. 13. Early Opportunities Ideas which could deliver some early opportunities: 13 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
  14. 14. R AMS P rogramme 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).
  15. 15. A few other examples... March 2015 15 New Uniform for London
  16. 16. Business Change in IM 16 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
  17. 17. 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?
  18. 18. 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
  19. 19. 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
  20. 20. TfL Pathway TfL’s Delivery Methodology
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. Business Change Framework 24 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
  25. 25. What does the BCF look like? Click on one of the BCF phases for guidance and useful tools
  26. 26. How do P athway and BC F 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 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? B C F
  27. 27. 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?
  28. 28. What do I need to do? B C F • 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 • P eople C hange P lan template brings together all people change activity in one place, with hyperlinks to relevant tools in BC F • P eople C hange P lan becomes check at S tage G ate R eviews 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
  29. 29. People Change Plan Tidy repository for the output of BCF tool activity on projects S takeholder E ngagement P lans naturally flow from P eople C hange P lan ... Also connections to Operational and Maintenance C oncepts and R eadiness P lans where appropriate ... Links to Business C hange F ramework Tools VIA ME NU IN TE MP L ATE
  30. 30. 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)
  31. 31. 16 October 2006 31 Developing Change Capability
  32. 32. March 2015 32
  33. 33. March 2015 33 Click here for Yammer
  34. 34. 16 October 2006 34 Q&A