A presentation led by Michael Flynn from Transport for London, within the 'Profession' stream at the APM Project Management Conference 2016.

1. 1
Project and Programme
Management, a profession at the
heart of the London and national
economies?
Michael Flynn
Programme Director
Transport for London

2. What do I do, and why am I here?
2

3. 3
A Profession....
A Profession is....
A paid occupation, especially one that involves
prolonged training and a formal qualification
A body of people engaged in a particular
profession

4. London is growing
4

5. Ensuring population growth is productive growth
5

6. Billions more trips on public transport and roads
6

7. Future infrastructure projects
7

8. 8

9. TfL Rail & Underground:The network today
9
• 5 modes
• 15 lines
• Over 430 stations
• Over 1200km of track
• 1.5bn Passenger
Journeys/year
• Capital programme:
£1.6bn/year
UNDERGROUND
9

10. Tube demandis growing faster than supply ...
....and will continue to grow
10
0%
10%
20%
30%
40%
50%
2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
Demand (Passenger Journeys) Service Volume (Train KMs)
Rail & Underground growth since 2003/04
27%
growthfrom now to
2022/23
28%
growth since
2009/10
10

11. Responding to these challenges: Our Plan
11
Reliability and safety1
Customer Service4
Efficiency People Technology
Underpinned by:
Capacity from the current network2
Capacity from growing the network3
11

12. Line Upgrades: Network context
12
WCC
NTfL
4LM
Modernisation Scope 2010
Piccadilly
Waterloo & City
Bakerloo
Central
2020 2030
60
35
25
25
35 %capacity increaseKey:
Metropolitan 27
District 24
Circle 65
Northern
Hammersmith & City 65
Jubilee 33
Victoria
20
27 6
20 31
New signalling / Additional trains/optimisationNew signalling / Additional trains/optimisation
Train system upgrade / OptimisationTrain system upgrade / Optimisation
New signalling / Additional trains/
optimisation
New signalling / Additional trains/
optimisation
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
Train system upgradeTrain system upgrade
• Network wide programme of Underground modernisation
– Rolling programme of train systems renewal
– Main means of maximising capacity from existing network • Two thirds of
network upgraded
or in delivery
• NTfL will deliver
upgrades on
remaining third of
network
– Encompassesfour
“deep tube” lines
which were initially
planned for upgrade
under PPPbetween
2015 and 2020
• Cyclical: post-
NTfL existing
Northern and
Jubilee trains will
be life-expired

13. Fixed infrastructure constraints: Our Edwardian legacy
13
• 3.5m (11’6”) diameter bored, cast iron-lined deep
Tube tunnels
• Line topography and curvature: following the
street plan above
• Platform lengths, Fixed Headwalls
• Station/tunneldepths – Ventilation
• Insulated 4-Rail DC traction supply
13

14. Capacity from the current network:
NTfL outcomes
14
Piccadillyline: in 2026
• 60% more capacity
• 21,000 additionalpassengers/hour
Central line:in 2033
• 25% more capacity
• 12,000 additionalpassengers/hour
Bakerloo line: in 2028
•25% more capacity
• 9,000 additional passengers/hour
Waterloo &City line: in 2026
• 35% more capacity
• 7,000 additional passengers/hour
District line: Ealing Broadway transfersto NTfL in 2026,so
• 50% more capacityon Wimbledon/Richmondbranches
• 14,000 additionalpassengers/houron these branches
Will support the economic development andpopulation growth
of London
• Over 30,000 additional jobs

15. Transform customer service:
Customer expectations are changing
15
0
25
50
75
100
125
150
175
200
73TS
Regenerative
braking and
future train Saloon cooling
More
performance
and 33 tph
Station and
tunnel cooling
AnnualTrainEnergy
RejectedasHeat(GWh)
Saloon cooling
Braking
Auxiliaires
Friction
Drive/losses
22
24
26
28
30
32
34
Summerairtemperature
(C)
Platform
Saloon
Warm
Station and
nnel cooling
Saloon cooling
Braking
Auxiliaires
Friction
Drive/losses
Platform
Saloon
Customer expectations are rising as a result of
advances in technology and the train
improvements on the Overground and S-Stock
including
• Managed saloon temperatures
• Through gangways
• Level access
• Real Time Information and way-finding
Some parts of the network meet that expectation
much better than others – it is important for a
World Class network that we bring older parts
of the network up to the same standards
0
25
50
75
100
125
150
175
200
73TS
Regenerative
braking and
future train Saloon cooling
More
performance
and 33 tph
Station and
tunnel cooling
AnnualTrainEnergy
RejectedasHeat(GWh)
Saloon cooling
Braking
Auxiliaires
Friction
Drive/losses
32
34
re

16. • The National situation?
16

17. National Infrastructure Delivery Plan 2016
• The NIDP outlining details of £483bn of investment in over 600
infrastructure projects and programmes in all sectors and spread across
the UK, to 2020-21 and beyond
• Alongside economic infrastructure, for the first time this plan includes
sections on how infrastructure will support large-scale housing and
regeneration projects alongside key social infrastructure (schools,
hospitals and prisons), in line with the government’s £100bn
commitment.
• The NIDP sets out what will be built and where, focusing specifically
on nearly £300bn of the pipeline.
• Pipeline that will be delivered over the next 5 years to 2020-21.
17

18. Infrastructure investment by sector
18

19. Looks Familiar?
Success in London, the
UK, and internationally
relies on:
19

20. • What makes us a profession?
20

21. The APM’s 5 dimensions of Professionalism
21
Breadth
The APM Body of Knowledgedefines the knowledge needed to
manage any kind of project. It underpins many project
management standards and methods including the National
Occupational Standards in Project Management. Depth
The APM Competence Framework provides a guide to
project management competences. It is part of your
professional toolkit; mapping levels of knowledge and
experience to help you progress your skills and abilities
Achievement
APM qualifications take your career in new and exciting directions. They are
recognised across the profession and aligned with IPMA’s 4 level Certification
Program.
Commitment
Continuing Professional Developmenthelps develop your
project management practice. A targeted development plan
will enhance your project management career
Accountability
The APM Code of Professional Conductoutlines the ethical practice expected
of a professional. Becoming an APM member shows your commitment to
the Code and sets you apart from others.

22. APM Code of Professional Conduct
• Sets out the elements of professional standards and ethical
behaviour
• Professional Conduct Committee
• 4 Standards of professional conduct
– Personal responsibilities
– Responsibility to the profession and to the association
– Members have a responsibility to promote the profession in the best
possible manner at all times
– Standards for ethical conduct
22

23. Conclusion
In my opinion...
• It is the APM 5 Dimensions of Professionalism and the APM
Code of Professional Conduct that allows us to be called a
‘Profession’
23