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Subash Tavares

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Subash Tavares

  1. 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. 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. 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. 4. TfL Organisation Structure Key Delivery areas  Major Projects Directorate  Renewals and Enhancements  Surface Project and Programme Delivery  Technology and Data  Commercial Development
  5. 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. 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. 7. 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
  8. 8. 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
  9. 9. 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.
  10. 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 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. Reference documents

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