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EVM 24
Adding Value to Major
Projects Delivery at TfL
Transformation Principles
Subash FJ Tavares
Head of Portfolio Management Office
Major Stations and Infrastructure
Thursday 11th April 2019
TfL Commissioner – Key drivers
 Customers and users at the core of our decision
making
 Drive improvement in reliability and safety across
the network
 Accelerate the growth in increasing the capacity
of our network
 Invest in our people and lead them to be the best
they can be every day
 To cost less and generate more income
 To exploit technology to produce better and
faster results
Chief Financial Officer – Key
drivers
 Establish clear financial direction and vision
 Setting the right budget for both annual and 5 year
business plan
 Improve the operating account i.e. reduce costs and generate more income
 Reduce the cost of in-flight capital projects i.e. value engineering
 Defer/cancel new investment projects
 Develop transparent, understandable financial reporting
 Improve system and internal control
 Complete the business and financial review
 Transform financial process
 Review resource requirements
 Build
leadership/accountability
and financial discipline
 Organise for efficiency
 Optimise service delivery
Affordable/efficient capital
delivery
Drive procurement excellence
Leading with technology and
data
TfL Organisation Structure
Key Delivery areas
 Major Projects Directorate
 Renewals and Enhancements
 Surface Project and Programme Delivery
 Technology and Data
 Commercial Development
TfL Organisation Structure
Key Professional Services
 Programme Management Office
 First line assurance
 Finance
 Commercial
 Procurement and Supply Change Management
 City Planning
 Master Planning (multimodal)
 Planning and Consents
 Engineering
TfL & MPD Operating Principles
TfL Operating Principles
Only do things we can afford
Have clarity on who is accountable for
what
Avoid doing the same things in multiple
places
Only undertake activities that add value
Operate as a single team, leading across
the organisation
Hub and spoke PMO model
PMO will be the functional home for all embedded controls resources and
drive consistency in delivery, valuable assurance and improvement
Enabling
Improve delivery
Enabling
Improve delivery
Assuring
Reduce risks
Optimising
Deliver savings
Optimising
Deliver savings
PMO Target Operating Model
Enabling
Improve delivery
Enabling
Improve delivery
Assuring
Reduce risks
Optimising
Deliver savings
Optimising
Deliver savings
Time/Increasing Portfolio ValueTime/Increasing Portfolio Value
 Delivery model
 Management system
 Platform; systems and tools
 Performance measurement
framework
 Capability development
 Integrated baselines; scope,
cost, time, risk
 Data/MI
integration/automation
 Project reporting and
governance
 Project risk management /
Estimating support
 Prof. services engagement
 Capital delivery
engagement
 Delivery model
 Management system
 Platform; systems and tools
 Performance measurement
framework
 Capability development
 Integrated baselines; scope,
cost, time, risk
 Data/MI
integration/automation
 Project reporting and
governance
 Project risk management /
Estimating support
 Prof. services engagement
 Capital delivery
engagement
 Assurance programme
 Project Performance
management
 Data integrity
 Decision support
 Compliance management
 Quality improvement
 Capability assurance
 Effective governance
 Benchmark data
 Portfolio Management
 Improved forecasting and
early warning
 Economies of scale
 Interface management
 Workforce planning
 Sourcing leverage
 Benchmarking / continuous
improvement / innovation
 Portfolio / programme level
optimisation and trade-offs
 Opportunity management
 Collaboration
 Re-cycle of lessons learnt
 Business strategy, planning
and transformation
 Economies of scale
 Interface management
 Workforce planning
 Sourcing leverage
 Benchmarking / continuous
improvement / innovation
 Portfolio / programme level
optimisation and trade-offs
 Opportunity management
 Collaboration
 Re-cycle of lessons learnt
 Business strategy, planning
and transformation
This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not
intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which
would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised
persons.
MAJOR PROJECTS DELIVERY BUSINESSPMO target organisational
model Head of PMO
Nick West
Head of
Performance
Management
Carlos Vazquez
Data &
Performance
Manager
Senior Process &
Guidance Manager
Quality Assurance
Manager
Value Management
Manager
Head of
Performance
Development
Stuart Burnett
Professional Manager
Project Management
Professional Manager
Construction
Management
Portfolio &
Resourcing Lead
Professional Manager
(Project Planning)
Professional
Manager (Project
Risk & Opportunity)
Professional Manager
(Project Controls)
Professional
Manager (Project
Specialists &
Information
Management)
PMU Heads
x5
PMO Central Team
employees
Prog oversight of
relevant
Business /
Programme area
All assigned PMU employees wired into one of the
Professional Managers
Performance
Development
Owns and develops
standard controls
principles and
methodologies,
collects best practice
improvements and
drives continuous
improvement across
delivery portfolio.
Manages technical
resource capacity,
capability and career
development.
Performance Management
Oversight, management and
optimisation of in-flight
projects against funding,
benefits and efficiency targets.
Owns delivery process and
guidance framework (Pathway)
and central portfolio
management reporting.
This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not
intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which
would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised
persons.
MAJOR PROJECTS DELIVERY BUSINESS
PMO Operating Model
Development
FUNCTION SERVICES
BASELINE
> Expectations
Alignment
FUNCTION SERVICES
BASELINE
> Expectations
Alignment
Services
Inputs-
Outputs
Matrix &
Process
Mapping
Operating
Model
Canvas
Level 1
Level 2
Level 3
Level 4
Top Down
Bottom
Up
Delivery Services
Agreements
SERVICE SCOPE
DESCRIPTIONS
> Task level guidance
SERVICE SCOPE
DESCRIPTIONS
> Task level guidance
HOW THE FUNCTIONS
INTEGRATE
> Stitching it together
HOW THE FUNCTIONS
INTEGRATE
> Stitching it together
FUNCTIONAL
OPERATING MODELS
> Who contributes
what?
FUNCTIONAL
OPERATING MODELS
> Who contributes
what?
SME’s Core
Principles &
BaU Services
Catalogues
Strategy &
Setup Op
Model
Level 0
Target
Operating
Model
PMO PURPOSE
> High level Operating
Objectives
PMO PURPOSE
> High level Operating
Objectives
PMO STRUCTURE
 Level 1 Organisation
PMO STRUCTURE
 Level 1 Organisation
Service activities
and tasks
Level 5
Proposed Org
Structure
Services
Definition and
Integration
The PMO service offering
Systems, data,
reporting, performance
analysis
Providing a suite of systems and tools supporting the delivery of
capital programmes across TfL
Value management
Driving value improvement and innovation across the capital
delivery portfolio, targeting specific improvement initiatives and
knowledge management from within TfL and other comparable
organisations
Process and guidance
Owning and measuring the use of project delivery process and
guidance, including collating best practice
Quality and assurance
Assuring the projects and programmes are delivered against
requirements
Demand management
Portfolio Management across the MPD delivery portfolio, and
Resource Management to deliver PMO resources across TfL
Professional discipline
support within projects
Project and Construction management; Project Planning; Project
Risk & Opportunity; Project Controls; Project Specialists &
Information Management
Strategy & ValueStrateg
ic
Buildin
g
Blocks
Suppor
t
Service
s
MPD
Business
Manageme
nt
New business focused
reviews
SLAs providing clear
accountabilities and
performance needs from
service providers
(Engineering, Commercial,
etc.)
Priority MPD hierarchy of
strategies in place (on hold)
PMO
Strateg
y&
Setup
PMO functional operating
models and service
propositions
MPD Business measures
Ability to monitor and
manage MPD as a
business
Ability to monitor and
manage MPD as a
business
Line of sight from MPD
strategy to delivery
Line of sight from MPD
strategy to delivery
MPD position as delivery
client with clear
accountabilities in
supporting services
MPD position as delivery
client with clear
accountabilities in
supporting services
Operating plan to
describe how each PMO
function will operate and
interact
Operating plan to
describe how each PMO
function will operate and
interact
Senior MPD team
(including PMO)
operational with strategic
oversight
Senior MPD team
(including PMO)
operational with strategic
oversight
By creating the right
target operating
model and strategic
building blocks, we
can ensure that the
“service, processes
and people” aspects
of project delivery are
all aligned in how
they operate. This will
enable a more
effective and fast
approach to
transforming MPD, as
well as better
leveraging TfL’s
approach to market.
As a new business unit, MPD needs to establish the right management arrangements
and metrics to operate effectively. The PMO needs to be established and embedded at
the heart of delivery to influence performance. Delivery is also critically dependent on
key support services, so accountabilities and service levels need to be agreed. Longer
term efficiency requires appropriate high level strategies with a clear line of sight to
delivery.
Change projects and
outputs
Objectives Target Outcome
Process, Governance &
Assurance
Portfolio
Manageme
nt
Govern
ance&
Control
Capita
l
Lifecycle
Pathwa
y
Lean governance with
clear accountabilities
Lean governance with
clear accountabilities
New gate processes in
place
New gate processes in
place
Pathway re-mandated &
monitored
Pathway re-mandated &
monitored
Single end to end capital
lifecycle embodied in
process
Single end to end capital
lifecycle embodied in
process
Ability to define and
influence the long-term
delivery pipeline
Ability to define and
influence the long-term
delivery pipeline
By creating lean, risk
based processes and
governance across all
of capital delivery, we
can ensure projects
are delivered in a
consistent but
appropriate manner
that reflects the
varying requirements
and complexities. This
will not only create a
more efficient and
effective approach to
project delivery, but
will also enable
resources to be
moved easily
between projects.
TfL Pathway is not consistently followed, and there is currently no single process to
support projects in moving efficiently between gateways, which themselves are not
always effective. This has created a lack of confidence in the assurance of project
delivery and a lack of clarity in how different functions interact. Decision making
processes, authorities and accountabilities are not always clear, resulting in decisions
being made inefficiently and often escalated to very senior levels.
Change projects and
outputs
Objectives Target Outcome
Optimised Pathway
interface and integration
Optimised Pathway
interface and integration
Simplified governance
structure
Portfolio prioritisation
requirements & procedure
Integrated portfolio master
schedule
Supporting documentation
with clear accountabilities
Synchronised governance
calendar
Portfolio systems & data
structure requirements
New gateways defined and
tested
Pathway compliance in place
Pathway re-launch
Capital lifecycle process
embodied in Pathway
Further Pathway
development
Data & ReportingProgram
meData
&
reporting
Integrat
ed
Controls
Systems
Controls development
programme
Controls development
programme
Simplified, efficient and
fit for purpose reporting
Simplified, efficient and
fit for purpose reporting
Standardised, integrated
systems with single data
store
Standardised, integrated
systems with single data
store
Integrated controls
methodology &
definitions
Integrated controls
methodology &
definitions
By creating the right
data and reporting
structure, we can
manage projects
more efficiently and
generate insightful
views of how
effectively and
efficiently projects are
being delivered. This
will enable better
value based decision
making at a
programme and
portfolio level. We can
also identify systemic
issues as a whole and
leverage wider
opportunities to drive
overall value to the
business.
Each part of TfL use different approaches, processes, definitions and systems to control
their projects. This creates a huge challenge in integrating and interpreting data,
resulting in a lot of manual effort and limited confidence in the output. A fundamental
driver for the new controls organisation is to improve the day-to-day control and
assurance of our projects, which requires a robust controls methodology and systems
architecture.
Change projects and
outputs
Objectives Target Outcome
Single data model
Roll out of consistent
solutions
Single systems architecture
Controls definitions and
processes (handbook)
Simplified and standardised
programme reporting
Assessment of low value
reports to turn off`
Central data store
Organisation & PeopleResourceManagementMPD&
PMO
Organisati
on
Senior MPD Organisation
Matrix and pooled
controls organisation in
place with strong central
PMO
Matrix and pooled
controls organisation in
place with strong central
PMO
Senior MPD team
operational with strategic
oversight
Senior MPD team
operational with strategic
oversight
We want to create an
agile controls
organisation focused
on efficiency and
service performance
with a strong central
PMO driving
improvement. This
needs empowered
cross-functional and
highly mobile talent;
developed internally
wherever possible.
Supported by long-
term resource
planning with short
term agility; reducing
cost and improving
utilisation of existing
resources.
In order to drive improved control and assurance, we need to have a PMO and controls
organisation that has a greater impact and adds more value to our projects. In moving
to a pooled Controls organisation, we need the ability to efficiently manage our
resources and provide projects with the right resources at the right time. This also
requires us to support the development and experience of more multi-skilled people.
Change projects and
outputs
Objectives Target Outcome
PMO and Controls
Organisation
Technical capability
assessment tool rolled out
Talent programme
‘Maximising Potential’ rolled
out
Standardised resource
management process
New resourcing tool
Utilisation data extractable
from SAP
MPD resourcing strategy
Efficient resourcing
process utilising robust,
holistic data
Efficient resourcing
process utilising robust,
holistic data
Support individual and
team technical and
leadership development
Support individual and
team technical and
leadership development
MPD Culture Change
MPD’s purpose is to deliver complex projects, enabling safe and successful delivery of
TfL’s capital investment, and has the vision to be a ‘trusted deliverer of choice’. As a
recently established business unit, bringing together different parts of the TfL
organisation into a single delivery entity, there is a real challenge to both create a
common way of working and to enable a step change in our shared culture to enable
the MPD target operating model and TfL’s wider cultural objectives.
Day to day MPD activity
• Identify the values and ways of working to enable
success
• Develop MPD leadership and management capability
• MPD leadership commitments to role model and
cascade values
• Embed values within all MPD activity and at all levels
Enabling successful change in MPD
• Identify and prioritise additional aspects
that support the changes being delivered
through MPD Transformation or the wider
MPD Change Programme
Act on Employee feedback
• Specific areas of focus arising from
Viewpoint feedback (covered by the MPD
Viewpoint Action Plan and Viewpoint
Champions)
TfL level Culture and Ways of Working
• Align with and support the wider TfL focus
on the required future culture and ways of
working
Change focus areas
Improved leadership and
management capability
supporting individual
behavioural change
Improved leadership and
management capability
supporting individual
behavioural change
Aligned culture to our
planned new organisation,
ways of working and
systems
Aligned culture to our
planned new organisation,
ways of working and
systems
Establish change that
recognises the views of our
people and how they want
the organisation to be
Establish change that
recognises the views of our
people and how they want
the organisation to be
Making sure that MPD
champions TfL’s future
aspirations
Making sure that MPD
champions TfL’s future
aspirations
An inclusive,
diverse culture that
enables
accountability and
empowerment with
supportive,
authentic
leadership
By creating the right
working environment,
we can enable the
focus and capability
of our wider team
including the supply
chain. This will drive
projects to be
delivered in a more
safe, effective and
efficient way through
the alignment of
everyone’s skills, and
through encouraging
new ways of working
Objectives Target Outcome
Reference documents
Subash Tavares
Subash Tavares

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Subash Tavares

  • 1. EVM 24 Adding Value to Major Projects Delivery at TfL Transformation Principles Subash FJ Tavares Head of Portfolio Management Office Major Stations and Infrastructure Thursday 11th April 2019
  • 2. TfL Commissioner – Key drivers  Customers and users at the core of our decision making  Drive improvement in reliability and safety across the network  Accelerate the growth in increasing the capacity of our network  Invest in our people and lead them to be the best they can be every day  To cost less and generate more income  To exploit technology to produce better and faster results
  • 3. Chief Financial Officer – Key drivers  Establish clear financial direction and vision  Setting the right budget for both annual and 5 year business plan  Improve the operating account i.e. reduce costs and generate more income  Reduce the cost of in-flight capital projects i.e. value engineering  Defer/cancel new investment projects  Develop transparent, understandable financial reporting  Improve system and internal control  Complete the business and financial review  Transform financial process  Review resource requirements  Build leadership/accountability and financial discipline  Organise for efficiency  Optimise service delivery Affordable/efficient capital delivery Drive procurement excellence Leading with technology and data
  • 4. TfL Organisation Structure Key Delivery areas  Major Projects Directorate  Renewals and Enhancements  Surface Project and Programme Delivery  Technology and Data  Commercial Development
  • 5. TfL Organisation Structure Key Professional Services  Programme Management Office  First line assurance  Finance  Commercial  Procurement and Supply Change Management  City Planning  Master Planning (multimodal)  Planning and Consents  Engineering
  • 6. TfL & MPD Operating Principles TfL Operating Principles Only do things we can afford Have clarity on who is accountable for what Avoid doing the same things in multiple places Only undertake activities that add value Operate as a single team, leading across the organisation
  • 7.
  • 8. Hub and spoke PMO model PMO will be the functional home for all embedded controls resources and drive consistency in delivery, valuable assurance and improvement Enabling Improve delivery Enabling Improve delivery Assuring Reduce risks Optimising Deliver savings Optimising Deliver savings
  • 9. PMO Target Operating Model Enabling Improve delivery Enabling Improve delivery Assuring Reduce risks Optimising Deliver savings Optimising Deliver savings Time/Increasing Portfolio ValueTime/Increasing Portfolio Value  Delivery model  Management system  Platform; systems and tools  Performance measurement framework  Capability development  Integrated baselines; scope, cost, time, risk  Data/MI integration/automation  Project reporting and governance  Project risk management / Estimating support  Prof. services engagement  Capital delivery engagement  Delivery model  Management system  Platform; systems and tools  Performance measurement framework  Capability development  Integrated baselines; scope, cost, time, risk  Data/MI integration/automation  Project reporting and governance  Project risk management / Estimating support  Prof. services engagement  Capital delivery engagement  Assurance programme  Project Performance management  Data integrity  Decision support  Compliance management  Quality improvement  Capability assurance  Effective governance  Benchmark data  Portfolio Management  Improved forecasting and early warning  Economies of scale  Interface management  Workforce planning  Sourcing leverage  Benchmarking / continuous improvement / innovation  Portfolio / programme level optimisation and trade-offs  Opportunity management  Collaboration  Re-cycle of lessons learnt  Business strategy, planning and transformation  Economies of scale  Interface management  Workforce planning  Sourcing leverage  Benchmarking / continuous improvement / innovation  Portfolio / programme level optimisation and trade-offs  Opportunity management  Collaboration  Re-cycle of lessons learnt  Business strategy, planning and transformation
  • 10. This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised persons. MAJOR PROJECTS DELIVERY BUSINESSPMO target organisational model Head of PMO Nick West Head of Performance Management Carlos Vazquez Data & Performance Manager Senior Process & Guidance Manager Quality Assurance Manager Value Management Manager Head of Performance Development Stuart Burnett Professional Manager Project Management Professional Manager Construction Management Portfolio & Resourcing Lead Professional Manager (Project Planning) Professional Manager (Project Risk & Opportunity) Professional Manager (Project Controls) Professional Manager (Project Specialists & Information Management) PMU Heads x5 PMO Central Team employees Prog oversight of relevant Business / Programme area All assigned PMU employees wired into one of the Professional Managers Performance Development Owns and develops standard controls principles and methodologies, collects best practice improvements and drives continuous improvement across delivery portfolio. Manages technical resource capacity, capability and career development. Performance Management Oversight, management and optimisation of in-flight projects against funding, benefits and efficiency targets. Owns delivery process and guidance framework (Pathway) and central portfolio management reporting.
  • 11. This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised persons. MAJOR PROJECTS DELIVERY BUSINESS PMO Operating Model Development FUNCTION SERVICES BASELINE > Expectations Alignment FUNCTION SERVICES BASELINE > Expectations Alignment Services Inputs- Outputs Matrix & Process Mapping Operating Model Canvas Level 1 Level 2 Level 3 Level 4 Top Down Bottom Up Delivery Services Agreements SERVICE SCOPE DESCRIPTIONS > Task level guidance SERVICE SCOPE DESCRIPTIONS > Task level guidance HOW THE FUNCTIONS INTEGRATE > Stitching it together HOW THE FUNCTIONS INTEGRATE > Stitching it together FUNCTIONAL OPERATING MODELS > Who contributes what? FUNCTIONAL OPERATING MODELS > Who contributes what? SME’s Core Principles & BaU Services Catalogues Strategy & Setup Op Model Level 0 Target Operating Model PMO PURPOSE > High level Operating Objectives PMO PURPOSE > High level Operating Objectives PMO STRUCTURE  Level 1 Organisation PMO STRUCTURE  Level 1 Organisation Service activities and tasks Level 5 Proposed Org Structure Services Definition and Integration
  • 12. The PMO service offering Systems, data, reporting, performance analysis Providing a suite of systems and tools supporting the delivery of capital programmes across TfL Value management Driving value improvement and innovation across the capital delivery portfolio, targeting specific improvement initiatives and knowledge management from within TfL and other comparable organisations Process and guidance Owning and measuring the use of project delivery process and guidance, including collating best practice Quality and assurance Assuring the projects and programmes are delivered against requirements Demand management Portfolio Management across the MPD delivery portfolio, and Resource Management to deliver PMO resources across TfL Professional discipline support within projects Project and Construction management; Project Planning; Project Risk & Opportunity; Project Controls; Project Specialists & Information Management
  • 13. Strategy & ValueStrateg ic Buildin g Blocks Suppor t Service s MPD Business Manageme nt New business focused reviews SLAs providing clear accountabilities and performance needs from service providers (Engineering, Commercial, etc.) Priority MPD hierarchy of strategies in place (on hold) PMO Strateg y& Setup PMO functional operating models and service propositions MPD Business measures Ability to monitor and manage MPD as a business Ability to monitor and manage MPD as a business Line of sight from MPD strategy to delivery Line of sight from MPD strategy to delivery MPD position as delivery client with clear accountabilities in supporting services MPD position as delivery client with clear accountabilities in supporting services Operating plan to describe how each PMO function will operate and interact Operating plan to describe how each PMO function will operate and interact Senior MPD team (including PMO) operational with strategic oversight Senior MPD team (including PMO) operational with strategic oversight By creating the right target operating model and strategic building blocks, we can ensure that the “service, processes and people” aspects of project delivery are all aligned in how they operate. This will enable a more effective and fast approach to transforming MPD, as well as better leveraging TfL’s approach to market. As a new business unit, MPD needs to establish the right management arrangements and metrics to operate effectively. The PMO needs to be established and embedded at the heart of delivery to influence performance. Delivery is also critically dependent on key support services, so accountabilities and service levels need to be agreed. Longer term efficiency requires appropriate high level strategies with a clear line of sight to delivery. Change projects and outputs Objectives Target Outcome
  • 14. Process, Governance & Assurance Portfolio Manageme nt Govern ance& Control Capita l Lifecycle Pathwa y Lean governance with clear accountabilities Lean governance with clear accountabilities New gate processes in place New gate processes in place Pathway re-mandated & monitored Pathway re-mandated & monitored Single end to end capital lifecycle embodied in process Single end to end capital lifecycle embodied in process Ability to define and influence the long-term delivery pipeline Ability to define and influence the long-term delivery pipeline By creating lean, risk based processes and governance across all of capital delivery, we can ensure projects are delivered in a consistent but appropriate manner that reflects the varying requirements and complexities. This will not only create a more efficient and effective approach to project delivery, but will also enable resources to be moved easily between projects. TfL Pathway is not consistently followed, and there is currently no single process to support projects in moving efficiently between gateways, which themselves are not always effective. This has created a lack of confidence in the assurance of project delivery and a lack of clarity in how different functions interact. Decision making processes, authorities and accountabilities are not always clear, resulting in decisions being made inefficiently and often escalated to very senior levels. Change projects and outputs Objectives Target Outcome Optimised Pathway interface and integration Optimised Pathway interface and integration Simplified governance structure Portfolio prioritisation requirements & procedure Integrated portfolio master schedule Supporting documentation with clear accountabilities Synchronised governance calendar Portfolio systems & data structure requirements New gateways defined and tested Pathway compliance in place Pathway re-launch Capital lifecycle process embodied in Pathway Further Pathway development
  • 15. Data & ReportingProgram meData & reporting Integrat ed Controls Systems Controls development programme Controls development programme Simplified, efficient and fit for purpose reporting Simplified, efficient and fit for purpose reporting Standardised, integrated systems with single data store Standardised, integrated systems with single data store Integrated controls methodology & definitions Integrated controls methodology & definitions By creating the right data and reporting structure, we can manage projects more efficiently and generate insightful views of how effectively and efficiently projects are being delivered. This will enable better value based decision making at a programme and portfolio level. We can also identify systemic issues as a whole and leverage wider opportunities to drive overall value to the business. Each part of TfL use different approaches, processes, definitions and systems to control their projects. This creates a huge challenge in integrating and interpreting data, resulting in a lot of manual effort and limited confidence in the output. A fundamental driver for the new controls organisation is to improve the day-to-day control and assurance of our projects, which requires a robust controls methodology and systems architecture. Change projects and outputs Objectives Target Outcome Single data model Roll out of consistent solutions Single systems architecture Controls definitions and processes (handbook) Simplified and standardised programme reporting Assessment of low value reports to turn off` Central data store
  • 16. Organisation & PeopleResourceManagementMPD& PMO Organisati on Senior MPD Organisation Matrix and pooled controls organisation in place with strong central PMO Matrix and pooled controls organisation in place with strong central PMO Senior MPD team operational with strategic oversight Senior MPD team operational with strategic oversight We want to create an agile controls organisation focused on efficiency and service performance with a strong central PMO driving improvement. This needs empowered cross-functional and highly mobile talent; developed internally wherever possible. Supported by long- term resource planning with short term agility; reducing cost and improving utilisation of existing resources. In order to drive improved control and assurance, we need to have a PMO and controls organisation that has a greater impact and adds more value to our projects. In moving to a pooled Controls organisation, we need the ability to efficiently manage our resources and provide projects with the right resources at the right time. This also requires us to support the development and experience of more multi-skilled people. Change projects and outputs Objectives Target Outcome PMO and Controls Organisation Technical capability assessment tool rolled out Talent programme ‘Maximising Potential’ rolled out Standardised resource management process New resourcing tool Utilisation data extractable from SAP MPD resourcing strategy Efficient resourcing process utilising robust, holistic data Efficient resourcing process utilising robust, holistic data Support individual and team technical and leadership development Support individual and team technical and leadership development
  • 17. MPD Culture Change MPD’s purpose is to deliver complex projects, enabling safe and successful delivery of TfL’s capital investment, and has the vision to be a ‘trusted deliverer of choice’. As a recently established business unit, bringing together different parts of the TfL organisation into a single delivery entity, there is a real challenge to both create a common way of working and to enable a step change in our shared culture to enable the MPD target operating model and TfL’s wider cultural objectives. Day to day MPD activity • Identify the values and ways of working to enable success • Develop MPD leadership and management capability • MPD leadership commitments to role model and cascade values • Embed values within all MPD activity and at all levels Enabling successful change in MPD • Identify and prioritise additional aspects that support the changes being delivered through MPD Transformation or the wider MPD Change Programme Act on Employee feedback • Specific areas of focus arising from Viewpoint feedback (covered by the MPD Viewpoint Action Plan and Viewpoint Champions) TfL level Culture and Ways of Working • Align with and support the wider TfL focus on the required future culture and ways of working Change focus areas Improved leadership and management capability supporting individual behavioural change Improved leadership and management capability supporting individual behavioural change Aligned culture to our planned new organisation, ways of working and systems Aligned culture to our planned new organisation, ways of working and systems Establish change that recognises the views of our people and how they want the organisation to be Establish change that recognises the views of our people and how they want the organisation to be Making sure that MPD champions TfL’s future aspirations Making sure that MPD champions TfL’s future aspirations An inclusive, diverse culture that enables accountability and empowerment with supportive, authentic leadership By creating the right working environment, we can enable the focus and capability of our wider team including the supply chain. This will drive projects to be delivered in a more safe, effective and efficient way through the alignment of everyone’s skills, and through encouraging new ways of working Objectives Target Outcome