29 july webinar presentation

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29 july webinar presentation

  1. 1. Modelling complexity Dr Daniel Ruiz Transport Systems Catapult 6 June 2013 The webinar will commence shortly…………….please complete our short questionnaire at https://www.surveymonkey.com/s/JTRBGCC
  2. 2. Presenters 2 Daniel Ruiz Paul Blakeman
  3. 3. Agenda 14.00: Introduction Daniel Ruiz 14.05: Where are we now? Daniel Ruiz 14.15: Pipeline, Projects, Portfolio Paul Blakeman 14.30: Q&A session Daniel & Paul 14.55: Next Steps Daniel Ruiz 15.00: Webinar Closes/exit survey
  4. 4. Introduction 4
  5. 5. Where are we now? Board Chairman – Will Whitehorn 5 CEO – Steve Yianni
  6. 6. Where are we now? Board 6 Terry Hill Mike Kayser Andy Pitt
  7. 7. Where are we now? Start-up Team in Place 7
  8. 8. Where are we now? Permanent Recruitment 8 Executive Team and Relationship Management
  9. 9. Where are we now? Location Temporary Offices – Euston Tower 9 Permanent Base announced – Milton Keynes
  10. 10. Where are we now? Five Year Delivery Plan 10 Industry Engagement TSB Executive Team sign-off 19 September TSB Governing Board sign-off 18 October
  11. 11. Where are we now? Building Networks 11 • Understanding the Transport Ecosystem • Building Informal Networks
  12. 12. Where are we now? Building Networks 12 • Understanding the Transport Ecosystem • Building Informal Networks • Projects underway Please complete our short questionnaire at https://www.surveymonkey.com/s/JTRBGCC
  13. 13. 13
  14. 14. Pipeline, Projects, Portfolio Core Services - NTSM Facility • Consultation − Modelling World • Early stage based around three challenges • Workshop with industry specialists and challenge owners − September
  15. 15. Pipeline, Projects, Portfolio Core Services – Integrated Test Environment • Identifying models for operation • Forming ‘test cluster’ • Key players roundtable
  16. 16. Pipeline, Projects, Portfolio Building the Pipeline • Engaging with industry • Using focus areas • Forming Programmes 16
  17. 17. Pipeline, Projects, Portfolio Project Selection • Robust, but light touch process • Independent selection board • Criteria Criterion Question 1 VISION Does this project align to our vision? 2 FOCUS AREAS Does this project align with one or more of the TSC’s four main focus areas? 3 STRATEGIC OBJECTIVES Does this project meet one or more of TSC’s strategic objectives? 4 DELIVERING CHANGE Will this project influence or change industry in a positive way? 5 REPUTATION Will this project improve the perception of TSC’s reputation? 6 CAPABILITY Will this project increase or enhance the TSC’s capabilities?
  18. 18. Pipeline, Projects, Portfolio Project Selection INTERNET BASED IDEA SHARING TOOL / HUB INFORMAL DISCUSSIONS / WORKSHOPS / INDUSTRY TRADESHOW INDUSTRY ENGAGEMENT PROJECT IDEA DETERMINED / CATAPULT SPONSOR AGREED INITIAL ASSESSMENT DEVELOP IDEA TO STANDARD FORMAT Proceed PROJECT SELECTION MATRIX PROJECT BRIEF SUBMIT TO SELECTION BOARD FEEDBACK Reject PROJECTS SHORTLIST Reject PUBLISH COST BENEFIT ANALYSIS BUSINESS CASE PROJECT SELECTION MATRIX UPDATED FURTHER DEVELOP IDEA TSCatapult Team SUBMIT TO SELECTION BOARD Proceed Resubmit TSC PROGRAMME PLAN UPDATED PROJECT INITIATION PROJECT DELIVERY Outline Project Selection Process v0.4 Transport Systems Catapult Ltd. PROCESS PRODUCT GOVERNANCE COMMUICATIONS&ENGAGEMENT PROGRESS EXTERNAL FUNDING AVAILABLE? EXTERAL BIDDING PROCESS NO YES APPROVALAPPROVAL APPROVAL DECISION TSCatapult Strategic Aims & Objectives / Budget ANALYSIS&APPROVAL Proceed Key Resubmit Proceed SELECTION PROCESS EVALUATION Oversight
  19. 19. Pipeline, Projects, Portfolio Project Selection 0 1 2 3 4 Does the project align to our vision of "making the world more mobile"? No alignment Limited alignment, any potential benefit would be difficult to justify or qualify Some alignment, but benefits are would be long term before being realised (5 - 10 years) Aligns clearly with our vision with benefits being realised in medium term (2 - 5 Years) Aligns clearly with our vision with benefits being realised in short term (0 - 24 months) 4 If score is 0 or 1 the project must be rejected Briefly describe how you feel this project will achieve this? How closely does the project align with one or more of the TSCatapults four main focus areas: - real-time information - modal integration - business models - system performance? Does not relate to any of the four focus areas Has some relation to one of the focus areas Has some relation to more than one of the focus areas Fits clearly under one focus area with some relation to one or more of the other the focus areas Defined as a key project in the development of one or more of the focus areas 4 If score is 0 or 1 the project must be rejected Briefly describe how you feel this project will achieve this? STRATEGIC OBJECTIVES How many of the strategic objectives of the TSCatapult does this project meet? 1 -To select and deliver a balanced portfolio of projects 2 - To create a new market - Trasport Systems 3 - To build a globally recognised, pyhisical centre of excellence 4 - To enable all market players to work together collaboratively 5 - To build a strong and trusted brand for TSC 6 - To build a sustainable business 7 - To enable the export of expertise and skills globally 0 1 - 2 objectives 3 - 5 objectives 5 - 7 objectives 8 - 10 Objectives met or very high stakeholder interest 4 If score is 0 the project must be rejected DELIVERING INDUSTRY CHANGE Will delivery of this project influence or change industry in a positive way? No / Lacks support / Unlikely even with significant engagement Potentially but will require significant engagement Definitely but will require engagement Successful delivery will result in industry adoption 4 As a result of this project a number of areas of industry will have worked together to create solutions that they could not on their own. Successful delivery may result in adoption of parts of the solutions - potentially not all. REPUTATION To what extent will the undertaking of this project enhance the perception of TSCatapult as a centre of excellence? (remove this piece - > bringing about economic growth) May have negative implications Minor acknowledgement of knowledge & support Equal partner in delivering the initiative Lead partner in delivering the initiative Acknowledged as leading the successful initiative 3 Successful delivery will have significant profile nationally and potentially internationally CAPABILITY To what extent will the undertaking of this project improve the capabilities of TSCatapult as a centre of excellence injecting innovation and real world solutions? Won’t enhance Catapult capability at all May enhance Catapult capability slightly Will enhance Catapult capability slightly Will enhance Catapult capability to a reasonable degree Will enhance Catapult capability significantly 4 This is a complex project that will hone the skills of the TSC, increase its knowledge as solutions are developed and increase its network rapidly. Particular areas will be collaboration, project management, knowledge of the technical aspects of the Intelligent Mobility in its widest sense COLLABORATION & INTEGRATION To what extent will successful delivery of this project lead to greater industry collaboration and/or integration? None Unlikely / not directly as a result of the project This project will be an enabler to commence industry collaboration/ integration but may not directly result in This project will provide a benefit that will improve areas of industry collaboration / integration. A clearly defined outcome of this project will result in new levels of collaboration / integration in industry 4 The success of the project relies on effective collaboration across the ground transportaion sector - road, rail, bus, bicycle, autmobiles and pdedestrian BENEFITS REALISATION When will key/major/significant benefits of the project be achieved? Benefits won’t be realised for more than 30 years Benefits will be realised within 30 years of project completion Benefits will be realised within 10 years of project completion Benefits will be realised within 5 years of project completion Benefits will be realised within 2 years of project completion 3 Benefits will start accrue early. DELIVERY To what extent does this project have to be a TSCatapult project? Work better suited to be undertaken elsewhere Is likely to be delivered by some other party in the next 3-4 years Is likely to be delivered by some other party in the next 5-10 years Is unlikely to be delivered by some other party in the next 3-4 years Is very unlikely to be delivered unless initiated by the Catapult 3 The involvment of the TSC will bring forward the delivery by both providing resources and boltering the project's profile FUNDING Is there an opportunity for external funding / grants / 3rd party financial support? None Not a present but potentially in the future Yes but unlikely to be secured / process for obtaining is 6 - 12months) Yes and likely to be achieved in a short time frame ( 0 -3 moths) Yes and funding is secured / highly likely to be secured prior to project start 2 Funding has been identified but some work is required to crystallise details and obtain commitments COMMERCIAL OPPORTUNITY How clear are the commercial opportunities that the delivery of the project will present to industry in the UK? Will present no obvious commercial opportunities Will present possible commercial opportunities but not quantifiable at this stage Will present possible commercial opportunities which are quantifiable and positive Will present likely commercial opportunities with a positive ROI Will present very obvious commercial opportunities with quantifiable ROI defined as X 3 The objectives of the project are in part commercial. It is not clear how the ROI for the TSC will be realised at this stage. REVENUE GENERATION To what extent will the project generate revenue for the Catapult, outside the utilisation of core funding? Uses core funding completely and presents no further opportunities for revenue generation Costs are partially covered by external parties but no profit is made Costs are covered by external parties but no profit is made Costs are covered and presents opportunities for revenue generation from subsequent projects and services Will directly generate revenue from external parties 2 As above INTELLECTUAL PROPERTY How likely is the project to generate new IP for one or more of the participating organisations? Will not generate new IP Could perhaps generate new IP to a 3rd party Could generate IP for partners Is likely to generate new IP Intends to definitely generate new IP 4 A significant part of the project is to generate IP BUILDING ON EXISTING FOUNDATIONS To what extent will the project build on achievements of other projects or compliment other projects being carried out by the Catapult or its partners? Could potential clash with existing projects Will provide no additionally to existing projects Uncertain regarding additionality Will provide a small amount of additionally to exist projects Will provide significant additionally to exist projects 3 Not possible to evaluate at present as the project portfolio is small. There are no obvious clashes UNIQUE / FOUNDATION ACTIVITY Does the project duplicate work that has already been done or is underway? Is likely to strongly duplicate some other work A significant proportion of the project is likely to overlap with other work A small proportion of the project is likely to overlap with other work Is an entirely unique piece of work however future phases are not qualifiable Is an entirely unique piece of work throughout its life cycle 3 There is duplication of the autonomous vehicles project in China and North America. It assumed that research in other areas is being duplicated. However, involvment in the project will accelerate the start of the project and hopefully keep UK plc at the forefront CREATING NEW OPPORTUNITIES To what extent will the project make other opportunities possible for the Catapult, its partners or for the industry more generally? Will not unlock any opportunities Will not unlock any opportunities Could potentially unlock opportunities Is likely to unlock opportunities Is a key enabler for the development of transport systems 3 RESOURCES Does the TSCatapult have the resources to support the project? No available resources Resources could be obtained but require time to confirm (next budget cycle) Resources could be made available but will require a couple of months Resources available in a short time frame (with a month) Resources available and able to be deployed immeadiately 3 At the start of our involvment resources are available.Part of the initialphase will be to determine the overall resources required to deliver the project DELIIVERABILITY Do the proposer and the TS Catapult have the capability and skills to ensure the project is delivered? - technical skills - project management skills - requisite influence None / Incorrect skll set, unclear where to source skills Can outsource to catapult partners or external parties Can develop skills with acceptable time frame Skills are available Has the skills readily available and are reasonably unique 3 It appears so at this early stage. THE TSC is acting as a catalyst initially. OTHER ACTIVITIES Does the project have a negative impact on other TSCatapult projects or activities? Project will conflict with other Transport System Catapult projects Project will conflict with other Catapult projects No conflict with other Catapult projects Potential linkage with other Catapult projects Project will positively benefit Catapults 4 No OBJECTIVES Are the objectives of the project clearly stated by the customer and is there a programme with clear milestones? Project has no structure and value is questionable to customer organisation Project has limited structure Project has limited structure but Catapult has high confidence of shaping the outcome Project is well structured goals are clear for Catapult Project is well structured and will provide follow on opportunities 2 Yes but at present they are high level. The contribution by the catapult is to assist with more detailed planning BUDGET Does the TSCatapult have adequate confidence in the proposed budget? Project is so vague that budget prediction is speculative Budget approximation possible Budget granularity allows monthly definition Budget granularity allows weekly definition Project budget is well defined and detailed 2 This probably an area of risk - again eaarly involvement will clarify this STAKEHOLDERS Have the stakeholders necessary to deliver the project been consulted and are supportive? Project will be a surprise Project is new but with stakeholders that have developed credability Stakeholders are flexible but un-certainty due to approach taken Stakeholders used to developing projects in this way Project is expected 4 Yes and they are very supportive it appears. 63 Out of 88 The Automotive Council LUTZ Programme Charles Oldham Project Name Project Owner See attached Date of Project Selection Board Meeting In Attendance 16/07/2013 Paul Blakeman, Adam Down, Jon Beasley RISK Notes STRATEGYPROJECTSFINANCIAL Criterion Description Scoring Guidance SCORE /4 See attached VISION FOCUS AREAS OTHER COLLABORATION& INTEGRATION To whatextentwill successful delivery of this projectlead to greater industry collaboration and/or integration? None Unlikely / notdirectly as a resultof theproject This projectwill bean enabler to commence industry collaboration/ integration butmay not directly resultin This projectwill provide a benefitthatwill improveareas of industry collaboration / integration. Aclearly defined outcomeof this project will resultin newlevels of collaboration / integration in industry DELIVERY To whatextentdoes this projecthaveto bea TSCatapult project? Workbetter suited to be undertaken elsewhere Is likely to bedelivered by someother party in thenext3-4 years Is likely to bedelivered by someother party in thenext5-10 years Is unlikely to be delivered by someother party in thenext3-4 years Is very unlikely to be delivered unless initiated by theCatapult
  20. 20. Pipeline, Projects, Portfolio Projects – Driving & Enabling Innovation • LUTZ • DfT innovation • Shared-knowledge base: Autonomous systems • Citizen-centred design for transport: feasibility study
  21. 21. Q&A Session 21
  22. 22. ‘Making the world more mobile’ Many thanks for attending. Please complete our short questionnaire at https://www.surveymonkey.com/s/JTRBGCC

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