Programme Management in the transport sector - a TfL case study webinar Tuesday 19th July 2016 presented by Arnab Banerjee APM Programme Management SIG webinar

1. Programme Management
in the Transport Sector
A TfL Case Study
A Programme Management SIG webinar
www.apm.org.uk/progm

2. Welcome & housekeeping
 This webinar is being recorded
 Slides available for viewing on resources
pages on APM website and ProgM
microsite
 Please use the questions box to ask
questions

3. Programme Management SIG (ProgM)
 Vision: To be recognised internationally as the
leading group for programme management,
supporting a world in which all projects succeed.
 Workstreams:
– Physical Events
– Virtual Events
– Communications
– Higher Education
– Publications
– Corporate
W: www.apm.org.uk/progm
Twitter: @apmprogmsig

4. Programme Management Conference
 February 2017 (date TBC)
 Building on this years ‘Equipping Programme
Managers for Global Success’

5. Programme Management
in the Transport Sector
A TfL Case Study
Arnab Banerjee
Transport for London
A Programme Management SIG webinar
www.apm.org.uk/progm

6. 6
TfL Pathway
The delivery methodology that is
mandated for all project, programme
and delivery portfolio work

7. 7
The Next 30 Minutes
Me
Next Steps TfL Pathway

8. 8
The Ambition

9. 9
The Ambition

10. 10
The Reality
PROGRAMME DEVELOPMENT AND IPA ROUTEMAP
‘Every 3rd light bulb lit
by our equipment’
‘30 million journeys per day’

11. 1111
Poll 1
Follow a Methodology and you will
deliver a good Programme
True
False

12. 1212
TfL Investment Programme

13. 13
• TfL Investment Programme is circa £2bn per annum.
• The newTransport Plan will deliver the new Mayor's manifesto
commitments and includes taking forward Crossrail 2,
upgrades of London Underground lines, more investment in
cycling and improving London's road network.
Overview of TfL Investment Programme

14. 14
Examples of TfL Investment Programme
Major Engineering
Northern Line
Extension
Iconic Asset Technology Planning
Business ChangeStation UpgradesCycling RevolutionRoad Enhancements
New Bus for
London
Oyster – Cycle Hire New River Crossings
Elephant & Castle Cycle
Superhighways
Paddington Ticket
Hall
Fit for Future

15. 1515
Pathway Theory
Pathway is a project management methodology for delivering
change across all ofTfL business areas.

16. 16
• The integrated project,
programme and portfolio
delivery methodology forTfL
• The Commissioner’s 2012
message was for a :
• Common methodology
• Assurance process
• Common management system
• Clear approach for how we
deliver together
• Applicable for soft,
infrastructure, small, large
16
What is Pathway?

17. 17
• A structure for documenting
thought process of delivery team
• More assured delivery
• Enhanced and clear
communication of the information
• Effective end-to-end planning of
the deliverables
• Better delivery control
• Mobility of redelivery resources
because of common approach
• Towards ‘world class’ maturity
17
Pathway Outcomes
and Benefits

18. 18
Pathway SharePoint Site

19. 19
Pathway SharePoint Site
Pathway SharePoint Site
Knowledge
Management
SharePoint
Site
Training
Training site
5 courses
About
Pathway
7 links
Delivery Pin
Board
News pages
Pathway and
Knowledge
Team
Product Matrix
5 Product
Matrices
Handbooks
20 Handbooks
PPMP
PPMP Tool
Site
Lifecycles
3 Lifecycles

20. 2020
Pathway Lifecycles
Pathway contains three lifecycles to support the delivery of Projects,
Programmes and Delivery Portfolios.

21. 21
Delivery Environment
Source: ISO 21500 : 2012 Guidance on project
management

22. 22
The Lifecycles

23. 23
Sponsorship and Delivery
Strategy
Service,
Operational & Asset
Strategic
Requirements
Sponsorship of Major
Programmes, Renewals,
Transformation
Strategicrequirements
DefineProjects(s)
Delivery of
requirements
Realisebenefits

24. 24
• Pathway defines three lifecycles
• Project
• Programme
• Delivery Portfolio
• Each lifecycle contains a number of stages
• The end of each stage is an opportunity for a decision of
continuance of the work
• Stages may be combined
• Other key decisions are required during the stages
Pathway Delivery Lifecycles

25. 25
• A group of related projects
managed in a coordinated way
to obtain benefits and control
not available from managing
them individually.
• Four generic stages: which
cannot be combined because of
need for complex set-up and
requirements.
• Delivery stages is made up of
multiple projects
Programme Definition
and Lifecycle
25
A B C D
A
Look at the programme from a high level, consider
strategic fit, vision, costs, duration, risks and
prepare for the future
B
Explore the options for delivering the required
outcomes and benefits together with robust and
detailed planning for delivery
C
Implement the governance strategies to ensure
capability is delivered and aligned to organizational
objectives – manage the projects. Each
programme will have one or more delivery
tranches
D
Confirm ongoing support is in place – disband
resources and infrastructure so that the
programme does not drift into normal operations

26. 26
• A set of interrelated tasks to be
executed over a fixed period
and within certain cost an other
limitations.
• Six generic stages
• Combining stages is possible,
depending on scale and
complexity
Project Definition
and Lifecycle
26
1 2 3 4 5 6
1
Establish the business outcomes and benefits that
the project must deliver
2
Determine whether the outcomes and benefits are
achievable – the options for their delivery and the
option that will deliver them for the best value
3
Define the design principles and freeze the scope
of the project
4
Produce a detailed design that delivers the
required outcomes and is used as the basis of a
contract for delivery of the physical outputs
5
Build the physical outputs of the project, confirm
acceptance by end users and hand the outputs
over into operational/business use and
maintenance, including necessary supporting
documentation
6
Ensure that the project is closed in a controlled
manner

27. 27
• A grouping of schemes or
projects likely to be agreed
annually which takes into
account resource constraints.
• Three generic stages: which
cannot be combined because of
need for complex set-up and
requirements.
• The ‘Manage’ (2d) stage is
made up of multiple projects
Delivery Portfolio
Definition and Lifecycle
27
1d 2d 3d
1
d
Explore the options for delivering the required
outcomes and benefits together with robust and
detailed planning for delivery
2
d
Implement the governance strategies to ensure
capability is delivered and aligned to
organisational objectives – manage the projects.
Each delivery portfolio is likely to contain one or
more projects
3
d
Ensure that the delivery portfolio is closed in a
controlled manner

28. 2828
Poll 2
TfL Pathway is a radical departure
rather than based on industry good
practice
True
False

29. 2929
Pathway Handbooks
Pathway contains handbooks and guidance documents to assist
learning and assists population of the templates.

30. 30
Pathway Handbooks:
Descriptions of high-level process for project management

31. 31
Pathway Handbook, Product Descriptions and Guides
Pathway manual
Governanc
e
PPMP PD
PPMP template
PPMP
guidance
PPMP tool
PPMP
Approval
template
Gate
Certificate PD
Gate certificate
template
Challenge
summary
guidance
Authority
Submission
PD
Authority
Submission
template
Sign off cover
sheet
Authority
Route
Guidance
TfL Board
template
Other PDs
Other
Handbooks

32. 3232
Pathway Product Matrix
Pathway contains a product matrix which lists all the required
products to be produced and identifies when in the lifecycle they are
required to be produced (and updated).

33. 33
Are you doing the right thing?

34. 3434
Poll 3
As a Programme Manager, you find
that your stakeholders are always
consistent.
True
False

35. 35
Pathway Product Matrix
Core Products
Marked with a red dot, these products are core and will be on every PPMP
PM Topic
Aligned to Pathway Handbook Titles Product Mapped to Lifecycle
When to produce and update the product

36. 36
Core Products
1. REQUIREMENTS - What are you
delivering?
2. EXECUTION PLAN - How will you
deliver?
3. SCHEDULE - When will you deliver?
4. RISK REGISTER - What could go wrong?
5. PROJECT CLOSE - Closing the books.
6. PPMP - What documents are
needed?
7. STAGE GATE CERTIFICATES - Getting buy-in as
you go.
8. PROGRESS REPORT - Monitoring
progress.
9. IAP - What assurance is being
done?

37. 37
• Purpose: what is the Product for?
• Applicability: when is it used ?
• Template and Content: link to template.
• Quality criteria: Guidance for assessing
Product assurance and approval.
• RACI: Ownership and responsibilities for
its production and approval.
Product Description Sheets
Pathway uses a Product
Description sheet to define
every product and link to the
template and guidance.

38. 38
RACI: Responsible Accountable Consulted Informed
PATHWAY THEORY
Responsible
(Responsible for producing all or
part of quality product)
Accountable
(Accountable for ensuring timely
delivery of quality product)
Consult
(Must be consulted when product
is being produced)
Inform
(A copy of the signed-off product
must be sent to)
Project Manager
Project Engineer
Project Manager Relevant Stakeholders
but typically:
Sponsor/SRO
User Representatives
Commercial
Engineering/Technician
Consents
HSE
People Change
Manager
Only one person
can be
accountable:
They put their
professional
judgement on the
line to attest that
the product is of an
appropriate quality
and sign it off
Those
responsible do
the work!
Other
stakeholders and
experts are
consulted ...
Anyone here
gets a copy for
information after
the work is
signed off

39. 3939 PATHWAY THEORY
Pathway Product Management Plan
(PPMP)
Pathway product management plan characterises the product
requirements for projects, programmes and delivery portfolios, and
maintains the completed product links to where the products are
stored.

40. 40
Step-by-step Guide – PPMP Homepage
Create new PPMP by
clicking on ‘New PPMP’
‘Guidance’ provides
helpful tips and videos
‘My Projects’ provides a
listing to projects the
user has been assigned
to

41. 41
Step-by-step Guide – Create the Project

42. 42
Step-by-step Guide – Questionnaire
Hover over ‘i’ buttons for
information on the question
...
 Complete the
questionnaire,
characterising your work
 The answers provided will
drive a list of suggested
products
 Keep the questionnaire up
to date as new information
comes to light

43. 43
Step-by-step Guide – Review Product List
 Question each one and agree a final list with
stakeholders
 Required to Produce is the PPMP tools’
suggestion
 Plan to Produce is what will be completed
 Explanation – is an audit trail of decisions

44. 4444
Pathway Assurance, Reviews and
Gates
Pathway contains a product matrix which lists all the required
products to be produced and identifies when in the lifecycle they are
required to be produced (and updated).

45. 4545
Poll 4
As a Programme Manager,
Assurance is to be welcomed
True
False

46. 46
• Delivery teams are accountable for
managing their assurance activities and
must follow Pathway recommendations for
assuring Product quality; completing
reviews; and, holdingGates for key
decisions.
• Independent reviews are also conducted by
theTfL Project AssuranceTeam on behalf
of the business.
• External reviews may also be held for the
more complex programmes where DfT and
Mayoral input is necessary.
Delivery Assurance and
Assurance Planning
Pathway uses the Integrated
Assurance Plan (IAP) to define
the assurance activities done by
the programme; independent
and external reviewers.These
are the three lines of assurance.

47. 47
• A review is an event where delivery information or Products
can be questioned, following defined lines of enquiry or
challenge topics.
• The output from a review is a set of recommendations and
actions that provides confidence in delivery.
• Pathway defines design reviews; commercial reviews and
confidence checks on cost estimation; project initiation;
benefits and other areas as qualifying review events.
• Review evidence can take the forms of reports; minutes;
performance metrics; and other data.
• Review evidence provides ‘confidence’ in the delivery work.
Pathway Reviews

48. 48
• An event, at any time in the lifecycle, where a key go/no go
decision must be made, based on the review evidence
submitted.
• The decision may be about transition to next stage; design
approval; contract award; and others considered significant by
the programme board.
• The decision is based on the completeness of the work and the
confidence provided by the review evidence.
• The level of scrutiny depends on the characterisation
(riskiness; scale; complexity) of the work.
• The planning of gates and reviews is described by the
Integrated Assurance Plan.
Pathway Gates

49. 4949
Pathway Renewal
Pathway has been in existence for over three years and it is now time
to update the methodology based on user experience and
advancements in technology.

50. 50
• Pathway Renewal scope will include (still to be finalised)
• A new look and feel with clearer navigation to enhance the user
experience.
• Improved characterisation to support scalability, professional
judgement and extent of expert advice.
• Greater clarity around lifecycle and gates with the use of swim-lane
diagrams.
• Creation of forms to replace templates with workflow to evidence
endorsement and approval.
• Smarter guidance and production of e-learning modules.
Pathway Renewal Scope

51. 5151
So, finally ....

52. 52
Are you a Flipper or a Chef / Driver or a
Passenger?

53. 53
Poll Results

54. 54
TfL Pathway
Thank you for your attention.
Happy to answer any questions.