Heathrow Programme Contols Business Change - Breda Ryan


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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.

I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.

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Heathrow Programme Contols Business Change - Breda Ryan

  1. 1. Breda Ryan EVA18 12Jun13 Heathrow Programme Controls Business Change 1
  2. 2. Heathrow Airport 2 • 68 million passengers per year (185,000 a day) • 90 airlines flying to 180 destinations • Nearly 70% of the UK’s longhaul flights go from Heathrow • More than half of all UK air freight • 70,000 employees and 100,000 indirect jobs 1950s Today
  3. 3. Who’s who? Portfolio, Programme & Project Controls Apply Procedures Employer’s Requirements HEATHROW DEVELOPMENT MANAGED SERVICE PROVIDERS DESIGN & CONSTRUCTION SUPPLIERS Centre for Best Practice
  4. 4. Evolution Start of more Open Competition “Intelligent Client” “Partnering” Client T5 Agreement “Integrating Construction” Client 3rd Generation Frameworks Value in Partnerships “Project Management” Client Identify Programmes Defining a Programme P1 P2 Programme Brief Programme Sanction Benefits Realised Closin g P4P3 Managing the Tranche Delivering the Capability Realising Benefits Manage Functional Portfolio: G1 G2 G3 G4 G5 G6 G7 D8G0 InitiateOptions Solution Development ImplementTransition Operation Close down Definition G1 G2 G3 G4 G5 G6 G7 D8G0 InitiateOptions Solution Development ImplementTransition Operation Close down Definition Portfolio Definition Portfolio Strategy Portfolio Delivery Portfolio Re-Definition
  5. 5. Panic Reboot 5 Products Outcomes Future State Current State
  6. 6. Plug ‘n’ Play 6 One system, one process One version of the truth People • Greater investment in controls education • PM talent spends time in controls function Process • Invest in and influence industry best practice • Broader controls to measure project outputs and programmes outcomes Systems • Greater integration and automation of data transfers • ‘Self service applications’
  7. 7. Mexican Wave 7 People transition through a predicable journey through change • We know this journey will happen so let’s anticipate it and manage it • Effective change management speeds up the journey and makes it less painful • Effective change management also looks to the future to ensure commitment is sustained
  8. 8. Pick ‘n’ Mix Introductory briefing for all users email, intranet, posters Cascade briefings through face to face team meetings and conference calls Targeted one-to- one interventions with senior stakeholders Roadshows, visits to main locations Training, suppor t materials On going support for key user groups: managed discussion forums, knowledge share Regular updates using a website, SharePoint Demonstrations and simulations Targeted one-to-one interventions with senior stakeholders Temperature check Readiness assessment
  9. 9. Dowork Integrateanalyse &Agreetheplan Measure & update progress Capture cost & commitments Update risks Scope Estimate the time Manage Change - Client Identify the risks Estimate the cost Analyseandreport Takeaction Manage Change - Contract Controlsclosure Project Controls Obtain Funding Baseline Payment Agree Contracts Schedule Risk Cost Manage Contracts Acquisition Finance Key Revolution?
  10. 10. Time Space Continuum 10 •Tranche 1 •A framework for managing schedule, cost, ris k, controls •Introduce reports, dashboar ds, basic analytics Establish the framework •Adapt and create dashboards •Fully implement new ways of working •Use self serve •Flexible, collaborative teams Establish new ways of working •Tranche 2 •Integrate with existing systems: Oracle Financials, Outloo k, SharePoint •Automated workflow Integrate and automate Grow and improve •Learn from experience •Use the flexibility of the application to support improved ways of working
  11. 11. 11 Love Me Tender