16 October 2006 1 A Journey of Change: Delivering Transformation at Transport for London (c) Transport for London
Jul 15, 2015
16 October 2006 1
A Journey of Change: Delivering Transformation at Transport for London
(c) Transport for London
Welcome and Housekeeping
March 2015 2
16 October 2006 3
Introductory Film
http://youtu.be/57rm5jnw8MY
Agenda
• Introduction to TfL
• TfL Change Programmes
• Project Management Methodology and Business Change Framework
• Developing Change Capability
• Questions
March 2015 4
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
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
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Drivers for Change at TfL
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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?
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‘Value Gap’
Time
Ben
efits
Rea
lisat
ion Full Implementation/
Embedment of Project Outputs
Installation only ...
Installation v ImplementationAddressing 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
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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
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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
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Predict & Prevent Programme
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Early Opportunities
Ideas which could deliver some early opportunities:
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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
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).
A few other examples...
March 2015 15
New Uniform for London
Business Change in IM
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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
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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 P athway and B C 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
DetailedDesign
ConceptDesign
Outcome Definition Feasibility
Ben
efits
Pla
nnin
g
Ben
efits
Rea
lisat
ion
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
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?
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 B C 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
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 ... A lso connections to O perational and Maintenance C oncepts and R eadiness P lans where appropriate ...
L inks to B us iness C hange F ramework Tools V IA ME NU IN T E MP L AT E
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)
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Developing Change Capability
March 2015 32
March 2015 33
Click here for Yammer
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Q&A