APM Thames Valley Branch Annual General Meeting 2016/17 & APM Transportation Change Practitioner Group Event

1. Welcome to the APM Thames
Valley Branch Annual General
Meeting 2016-17
&
APM Transportation Change
Practitioner Group event
21st June 2017
British Airways, Waterside,
Heathrow

2. Agenda
1. Thames Valley Branch AGM
2. Introduction and Overview of Transportation Change
Practitioner Group work to date
3. Case Study Presentation: London Gatwick Terminal
Move
4. Breakout Group Discussions
5. Feedback

3. TVB AGM Agenda
1. Welcome and Apologies
2. Declarations of Interest
3. Minutes of Previous AGM held on 26th April 2016
4. Branch Chairman’s Annual Report for 2016-17
5. Branch Treasurer’s Annual Report for 2016-17
6. Election of the Committee
7. Any Other Business (that was submitted on time)
8. Presentation by Transportation Practitioner Group

4. Minutes of Previous TVB AGM - April
2016
 Apologies
Apologies were recorded from a number of members including Heather
Williams and Barrie Callender (Committee members).
 Chairman’s Report
The Chairman thanked the members of the Committee for their hard work
over the previous year and for their role as Volunteers. TVB had a very good
year, having undertaken 16 events in 12 months which supported a wide
membership base and also potential new members of the PM profession.
Corporate and individual membership numbers were reported up from
2014-15. The branch and its activities were well respected by APM Head
Office (Ibis House).
 Treasurer’s Report
The Treasurer reported the financial position of the branch which resulted in
an underspend for the year caused by a reduction in overheads, which had
been driven by good housekeeping and increased event sponsorship over
the year.

5. Minutes of Previous TVB AGM 2016
 Committee Election Results
The following APM members were elected on to the Committee: David
Coombes, Ben Pinches, Daren Evans, Paul Neale, Nnamdi Obienu, Pete
Walters, Heather Williams, Barrie Callender
& Sally Andrews.
Kathy Stevenson, Steve Walters and Greg Krawczyk were subsequently
co-opted on to the Committee.
 Any Other Business
None received. The Chairman ran through a list of forthcoming events
and then closed the AGM.

6. TVB Chairman’s report – 2016/17
 First of all ‘Thank you’ ….
 TVB Committee members who have run the branch
over the last year including our ‘co-opted’ members
of the team
 APM Branch Administrator – Ryan Wilcox
 Ben Pinches – Branch Secretary and BSG rep,
moving on to other activities within APM

7. TVB Chairman's Summary 2016/17
 Overall a good year, but frustrating that not
all planned activities were achieved
 Volunteer support continues to come from
core individuals and these people are not
always available, new Volunteers required to
spread the load!
 PM Challenge continues to grow
 Increased engagement with potential PM’s
at careers fairs and colleges

8. Events - 2016/17
 10 x events in 12 months
– Apr 16, Thames Tideway Tunnel, High Wycombe
– Apr 16, PM Challenge Finals Night, Reading
– July 16, Index Card Planning, Maidenhead
– Oct 16, PM Lessons from History, Basingstoke
– Nov 16, RNLI Storm Rider, Newbury
– Nov 16, PMO SIG & AWE, Tadley
– Dec 16, Networking & Presenting, Reading
– Oct 16, Priors Field School Careers Fair, Reading*
– Feb 17, M3 Job Club Briefing, Basingstoke*
– Feb 17, Leadership in Projects, Oxford
– Mar 17, Avoiding Common Negotiating Mistakes, Basingstoke
– Mar 17, Governance of complex projects, QinetiQ Farnborough
– Apr 17, AWE Corporate meeting, Aldermaston*

9. PM Challenge - 2016/17
 11 x teams – from Thales, BAE, Amec Foster
Wheeler, CenturyLink, Lendlease Consulting &
Nationwide
 ‘Collaboration or Communication’
 Wide range of projects
 One team raised over £5K for local homeless
charity
 Congratulations again to the team from Amec
Foster Wheeler for winning both the Best
Presentation award and Competition Winners.

10. HEI & Corporate Liaison
 HEI activity limited in year, event in Oxford cancelled
due to low bookings.
 TVB participated in APM Educational Reps meetings
to share best practice and ideas.
 TVB Committee will be looking at new channels of
engagement for the coming year.
 Corporate event planned, postponed twice and then
eventually cancelled due to low response.
 New Corporate Partner Programme launched in April
2017, this will enable closer liaison between TVB and
Ibis House on Corporate activity and member
requirements.

11. Budget Commentary 2016-17
C7
C8
C9
C10
C11
C12
(4,917)(4,300)
3,120
4,575
11,501
11,300
2,450
1,024
1,000
(5,000)
-
5,000
10,000
15,000
20,000
ActualAnnual Budget
APM TVB FY16/17 - (Income) and Expenditure
Income Overheads Event Costs Corporate Liaison HEI Liaison

12. Looking Forward - Budget 2017-18
Number of
Activities
Total Cost Income Net Cost
CPD event 7 £4,725 £4,725
Committee meeting 11 £3,475 £3,475
Joint event with like minded organisation 3 £2,025 £2,025
Corporate member liaison 3 £7,700 £4,750 £2,950
Education network liaison 3 £1,300 £1,300
Other 3 £1,275 £1,275
Total 30 £20,500 £4,750 £15,750
Summary

13. TVB Committee – Apr 2017
David Coombes
Chair
Elected Roles
Ben Pinches
Secretary
Daren Evans
Treasurer
Co-opted
members
Steve Walters
Kathy Stevenson
Greg Krawczyk
Sally Andrews
PM Challenge
David Coombes
Judge
Pete Walters
Judge
Graham Hawkins
Judge
Daren Evans
Judge
Pete Walters
Corporate Lead
Paul Neale
HEI Lead
Nnamdi Obienu
HEI

14. Election of Committee
 Who can vote? All APM full individual members (MAPM,
FAPM, Hon FAPM) are eligible to vote at the AGM with a
quorum of 10 members to be present.
 What are we voting on? Committee nominations and
elections tonight are non-role specific. The officers of the
committee will be elected at the next committee meeting.
 Willing to help? There are always spaces available for any
willing volunteers who are APM individual members (any
level). They can be co-opted onto the committee, if
required, to help fulfil, and even exceed, our plans for 2017-
18.

15. TVB Committee Nominations & vote
 The following people have been nominated
for the TVB Committee:
– Heather Williams
– Paul Neale
– Nnamdi Obienu
– Carol Bell
– Dr Steve Walters
– Greg Krawczyk
– Sally Andrews
– Kathy Stevenson
– David Coombes
– Daren Evans
 The Chairman, Secretary & Treasurer will be
formally elected at the next meeting of the
TVB Committee on ??

16. Any Other Business
 No matters were submitted within the allowed
period of up to 7 days before the AGM.
 Thank you and now…….

17. ……and now to our guest
speaker and presentation

18. Changing Transport
21st June 2017
APM Enabling Change
SIG
Transportation Change
Practitioner Group

19. Transportation Change
Practitioner Group
Overview of work to date
APM Enabling
Change SIG

20. Enabling Change SIG
The SIG’s mission is to‘improve
the change capability of
organisations, teams and
individuals’
Available soon: “Introduction to Managing Change”

21. Themes Practitioner Groups
Membership,
Communications, Events
Methods & Standards
Collaboration – External
(OU, UCISA, ACMP)
Innovation
(Research, L&D,
Software)
Collaboration – Internal
(SIG’s, Branches)
Transport
FinancialServices
PublicServices
Change
Community
Enabling Change SIG
Utilities

22.  Resources available to you:
– The Enabling Change SIG community (500+ members) and Practitioner Groups
– Our micro-site (e.g. 20+ methods), research, events, newsletter and introductory guide
(2017)
 Do get in touch to find out more – enablingchangesig@apm.org.uk
The resources available to help
build your change capability
22

23. Introductions
Tim Brady, Professor of
Innovation, University of Brighton
Mads Brønden Wijngaard,
Head of Operations Business
Transformation, Maersk Line
Esther Cameron, Integral Change
Consulting, Co-Author “Making
Sense of Change Management”
Uthim Hatari, Special
Projects Operating,
Arriva London
Andy Stiles, Business
Change Manager,
Network Rail
Simon Wilcox, Business
Change Lead, London
Heathrow Airport
Simon Williams, Head of Business
Change Project Management,
Transport for London
Jason Smith, Programme
Change Manager, British
Airways
New Members: Dr Ruth Murray-Webster, AB Ports
DfT, Highways England, more welcome!

24. Transportation Group Background
 Formed January 2015 under Chatham House Rules
 Objectives include:
– thought leadership
– knowledge sharing
– identifying and understanding issues and constraints
– advancing practical solutions
 Produced map of sector challenges and developed
recommendations
 Shared insights re good and bad practice via case studies
 Exchanged research and frameworks
 Prepared report presented to APM October 2016
https://www.apm.org.uk/news/apm-transportation-practitioner-
group-report-v1-august-2016/
 Keen to take the work further with more people involved!

25. Sector Context
 Transport accounts for >40% of investment in economic
infrastructure sectors (others are energy, waste, water,
ICT)
 Infrastructure is expensive and long lived, therefore
investment needs to be effective and efficient
 Finance is only one of many challenges facing the
transport sector
 These challenges require change to be managed
effectively through a variety of approaches – not one size
fits all

26. Sector Challenges
 Speed of technical change compared to long
lead times for infrastructure
 Network complexity
 Lack of integrated transport policy
 Political and regulatory environment
 Organisational and individual capabilities
 Safety and security issues
 Rising customer expectations
 High public profile
 Role of trades unions

27. Recommendation Themes
1. Competence, Roles and Training
2. Methods, Tools and Terminology
3. Business Cases and Measures
4. Stakeholders and Requirements

28. Changing Transport
Case Study: London Gatwick
Terminal Move

29. 29
Gatwick Terminal Move Programme

30. 30
LHR
Terminal Consolidation
LGW
Terminal Move
JFK
Terminal Investments
We’re on the move

31. 31
Programme objectives
Move BA's Gatwick operation to the South Terminal in
accordance with the 'three golden rules‘:
1. Safely
2. No additional cost to BA
3. Equivalent or improved levels of infrastructure
and customer proposition
Maximise opportunities to improve proposition at check-in
and the lounge and seek efficiencies through process and
technology change

32. 32
Key challenges
Governance & Structure
Operational Readiness
Critical Move Window
Safety & Security
Regulations
Competition

33. 33
Business Area
Business
Transformation
People Team
Change management stakeholders
Communications
Business
Partner
Project &
Programme
Management
Process Effectiveness
& People Change
Global Learning
Academy
Employee
Relations
Resourcing
HR
Business
Partners
Colleague
Engagement
Business Leads
Corporate
Portfolio
Office
Initiative
Delivery
Teams

34. 34
09/08/2016 People Change Ratings Preparedness to Deliver Change
A LGW Terminal Move
Tier 1Programme
Stage: Implementation
Main impacted communities are cabin and flight crew due to new reportinglocations and
processes. Flight crew post security report time is on IR agenda.
Comms plan has been finalised and signed off. Significant comms activity planned for 2016 and
upto end Q1 2017 -this is reflected in activity chart above.
Programme demonstrates a good undertandingofpeople impact together with appropriate
level ofpreparedness for this point in it's lifecycle. Change champion strategy will support
colleague engagement in the move, though resource constraints could put this strategy at
risk. Followingareas showed improvement in preparedness Q2 to Q3; Change Plan & Change
Activity. Stakeholder engagement in change will remain a challenge duringsummer peak.
People Change Impact Scale of Planned Activity
Good Fair Needs attention Concern Serious concern
4.2
4.3
4.2
PEOPLE CHANGE IMPACT
SCALE OF ACTIVITY
PREPAREDNESS
0.0
3.1
2.2
1.1
1.0
3.8
3.1
3.6
1.5
1.1
All
Customer Operations
AirportCentre
Partnerships Team
Safety & Security
Cabin Crew
Pilots (SH and flight ops)
Pilots (LH - LHR based)
Admin Hub (and PCS)
Change and BCP team
0
2000
4000
6000
8000
10000
12000
2016-Q1 2016-Q2 2016-Q3 2016-Q4 2017-Q1 2017-Q2 2017-Q3 2017-Q4
Planned TUActivity Communications
Engagement Training/eventsaway from theworkplace
Onthejobtraining/workplaceevents/familiarisations Coaching/Mentoring
Capacity Case Plan
Sponsor
Stake-
holders
Change
Activity
People change dashboard

35. 35
Complex change narrative
LGW
Colleague
Engineering
Project
Restructures
New Check-In
System
Service
Recovery
Programme
Aircraft
Modifications
New On-
board
Products &
Services
Working
Practice
Changes
New Check-In
Technology
Cabin Crew
Operations
Engineering

36. 36
Using the ADKAR model to drive change
INFORM
via
multi channel
approach
A
Awareness
ENGAGE
via
workshops and
events
D
Desire
FAMILIARISE
via
tours, video
and
Knowledg
eK
Knowledge
EMBED
via
tests & trials
A
Ability
EMBED
via
E-learning
R
Reinforce
Strategy based on four core themes:
• INFORM – creating awareness through one way communications
• INVOLVE – creating desire with ‘two way’ engagement events
• FAMILIARISE - building knowledge and ability with tours and trials.
• EMBED – using flight trials and e-learning packages

37. 37
Involve
Champions
Workshops

38. 38
Inform – multi-channel approach

39. 39
Familiarisation – building confidence
Were an important channel for
disseminating information and were
highly regarded in their delivery of
familiarisation tours and events.
Video based on:
‘Location Location Location’

40. 40
Embedding change
• Tests, trial flights and early moves
– multiple opportunities to get
colleagues involved
• E-Learning package – based on
familiarisation content for
colleagues to reinforce their
learnings.
• Go – Look - See - colleague given
time to go to the south terminal and
go walkabout
• Migration Support – on hand during
the switch and after.

41. 41
What worked well…
• Integrating change management into programme
delivery & close stakeholder collaboration
• Change management … Inform, Engage, Familiarise
• 360 Collaboration

42. 42
Group discussion
• What approaches are most effective in managing handover from
a programme into business as usual operations to ensure
change is successfully embedded and the Customer is the end
beneficiary of our change activities?
• What strategies and approaches are most effective for engaging
colleagues who are remote from our businesses as well as
trades unions in our change initiatives?
• How can we best collaborate with multiple stakeholders with
differing views and manage and mitigate dependencies from
other change initiatives in order to successfully deliver people
change?

43. Changing Transport
Breakout Group Discussions

44. Changing Transport
Feedback

45. This presentation was delivered at an
APM event
To find out more about upcoming
events please visit our website
www.apm.org.uk/events