Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.

1. Simon Williams
Head of Business Change Project
Management
Transport for London
Delivering Effective
Business Change

2. Introductory Film
Every Journey Matters

3. Introduction:
Simon Williams
 19 years Transport for London
 Background strategy & planning, projects,
commercial business development
 10+ years delivering change and transformation
programmes and projects
 Lead internal consultancy team ~45 people providing, programme,
project and people change management
 Capability development and 600+ change community
 APM Enabling Change SIG Committee Member

4. The SIG’s mission is to‘improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG

5. Introduction to TfL
 Executive arm of Greater London Authority
reporting to Mayor of London
 Formed in 2000 bringing together almost all
transport modes in London – London
Underground added in 2003
 Structured as 2 operating businesses, Rail &
Underground and Surface Transport, and
“Specialist Services” corporate functions

6. TfL in Numbers...
 2014/15 passenger journeys:
 >60m Oyster cards issued & huge growth of contactless payment
 Revenue £5bn in 2014/15; 28,000 staff
 >£3bn pa invested in improving transport infrastructure
 New technology for staff and customers, e.g. real-time information
 Seeking to double income from property portfolio, advertising estate
and retail to raise >£3bn by 2021
 Change has to be part of everything we do at TfL
London Underground >1.3 billion
Bus 2.4 billion on 8,765 buses
London Overground 140 million
Docklands Light Railway 110 million
Tram 31 million
River Services 10 million
Plus 580km roads, 6000 traffic lights, Santander Cycles,
Emirates Airline etc.

7. Drivers for Change at TfL
June 2015 7
Technology
Efficiency
Organisational
Capability development
Customer Service
Environmental
Drivers of change TfL Context
Future Ticketing, Mobile devices, Station Wi-fi
Reducing CO2, more and safer walking & cycling, noise reduction
Restructuring and integration of other organisations
Leadership, project and change management, commercial
Comprehensive Spending Review and efficiency targets
Fit for the Future Stations: and how we interact with customers
Economic London’s population increases by two bus loads per day
Political Mayoral election and the Mayor’s Transport Strategy
“The ability for organisations to manage and drive change, often on a vast scale,
matters now more than ever ... Change has finally become the ‘new norm’” Stephen Vinall, MD
Moorhouse Consulting (2012)

8. Why do we need to manage
change better?
8
‘ValueGap’
Time
BenefitsRealisation
Full Implementation/
Embedment of Project
Outputs
Installation only ...
Installation v Implementation
Addressing the ‘value gap’
 Industry wide 70%+ of
change projects fail to
achieve their full
benefits
 Employee survey
results for how well
change is managed
where they work
 Managing change
effectively delivers
benefits faster and
more successfully and
minimises loss of
productivity

9. Change Programmes at TfL
June 2015 9

10. Successful change focuses on people
REDUCE impact on performance
REDUCE time to implement
IMPROVE sustainability
INCREASE success rates
THE WAY
PEOPLE
WORK NOW
FUTURE
WAY OF
WORKING

11. A huge challenge...
11
 Cultural challenges: personal experience, 24/7 operations, entrenched
approaches and behaviour
 Process challenges: understanding and managing overall change
landscape, priorities, inter-dependencies, organisational capacity and
benefits
 Resource challenges: awareness, allocation and capability

12. So how do we manage it?
 We have a defined PPM methodology across TfL
called Pathway
 Pathway questionnaire flags up the need for People
Change
 This directs people to the Business Change
Framework (BCF)
 The BCF has five phases with information and advice
on change and people involvement

13.  Pathway includes a Handbook on People Change
 For programmes or projects with a significant
element of people change, a People Change Plan
should be produced to describe people change
activities in detail
 People Change Plan template brings together all
people change activity in one place, with hyperlinks
to relevant tools in BCF
 People Change Plan becomes check at Stage Gate
Reviews that change activities are being managed
appropriately
 Specific role of People Change Manager (PCM) to
lead on people change activities and be the “voice” of
people change within the programme or project
How does it work?

14. How do Pathway and BCF link?
Delivery
Discover Design Deliver Transition
B u s i n e s s C h a n g e F r a m e w o r k
P r o j e c t L i f e c y c l e
Project
Close
Detailed
Design
Concept
Design
Outcome
Definition
Feasibility
BenefitsPlanning
BenefitsRealisation
Integrate
Whydo we need to change and what are the
benefits?
How do we go about developing
the solutionand use people’s
ideas/knowledge inthe process?
How canwe
deliver the
change plan
and bring
people with
uswhile
deliveringit?
How do we
make sure
that we move
to the new
wayof
operating
smoothlyand
effectively?
How do we make sure that we
fullyembed the new wayof
operatingand not slip backinto
old ways?

15. What does the BCF look like?
Click on one of the BCF
phases for guidance
and useful tools

16. To achieve successful change you need:
1. A clearly communicated and understood vision for change
2. Leaders who visibly sponsor and role model the change
3. People who are engaged throughout the change process
4. Line managers who lead local implementation and support their
people through the change
5. Employees who understand what the change personally means
for them and feel supported to make the change
5 key ingredients of successful change

17. 1. Vision for Change: what needs to
be in place?
The Why do you need to change, innovate, improve?
 People understand the need and urgency for change i.e. why the current
state cannot continue
 The imperative makes the status quo so uncomfortable that people want to
move away from it
The What do you need to change, innovate, improve?
 People find the future state sufficiently motivating and they can see what it
means for them personally once the change is implemented
The How do you need to change, innovate, improve?
 The various parts of the solution map the journey of the change from the
current state to the future
 The steps towards the change show people how progress will be made and
measured

18.  Visibly sponsor and role model the change
 Consistently provide active support to the change
 Are committed to making the change happen
 Provide direction, guidance and support for the people
implementing change
 Work with others to build a critical mass of support from
other influential people in the organisation
2. Effective change leadership occurs
when leaders:

19. 3. Engagement - what needs to be
in place?
 Develop a plan for regular and ongoing engagement throughout the
change – promote understanding, help build commitment, encourage
new behaviours and mitigate reasons for resistance
 Start involving people early on and establish clear points for
discussion and input
 Create opportunities for dialogue and feedback
 Enlist the support of line managers to communicate the change and
talk through issues with affected staff
 Identify where you might encounter resistance and plan approaches
to address issues and concerns - empathy can make a big difference
 Find appropriate ways to recognise progress, contribution and
achievement

20. Methods of Engagement
Face to Face:
 Regular (eg weekly) update meetings
 Focus groups
 Drop-in sessions
 Staff briefing
 Presentation with Q&A
 1-2-1 meetings
Written:
 Email
 Intranet
 Newsletters
 Surveys
Phone:
 1-2-1 call
 Conference call
Events:
 Workshops
 ‘Seeing is believing’
sessions
 Reward/award events
 Training

21. 4. The role of line managers in change
 Managing the change within their own teams
 Visible leadership and role modelling at the local level to
keep staff motivated - articulate the Vision for Change in
a way that makes sense to their staff and their part of the
organisation
 Supporting and coaching individuals through the change
 Provide opportunities for dialogue and involvement, and
manage resistance
 Accountable for successful implementation in their own
business areas and ensuring benefits are realised

22. 5. Employees - what needs to be
in place?
 Personally understand the need for change and what it means for
them
 Understand what the future looks like and how things will work
 Be clear on how they contribute to the wider picture
 Accept and carry out the activities needed to make the change
happen – build commitment
 Take ownership of the new ways of working
 Feel supported and reassured that their personal concerns will be
addressed

23. And build all the change activities into
your Project Plan...
 A Change Plan is a clear set of activities which need to be
completed to successfully deliver the people aspects of change
 Ensure it covers all the aspects, i.e. Vision for Change, leadership,
engagement, line managers, etc.
 Get clarity on how your change affects other areas of the business
as well as their impacts on your change
 Ensure there is clarity on the governance arrangements for your
change and who the decision makers are
 Agree the key milestones and critical path for delivery including
responsibilities
 Get the required support from other functions in the business
 Highlight risks / issues and agree appropriate reporting mechanisms
 In short, manage the people aspects of your project with the same
care as the asset, technical or infrastructure elements

25. Case Study
 Clear scope and mandate for change from Review endorsed by
Managing Director
 Involved transition of multiple facilities with very different
cultures into one integrated centre, with new roles, processes
and working arrangements and significant external stakeholder
interest
 Reliability and customer service benefits to be achieved through
reduced time to resolve incidents and improved information
 Managed as a dedicated project separate from physical
construction of new facility
 Comprehensive approach to Communications & Engagement
 New roles and processes successfully introduced, centre
commissioned and benefits delivered ahead of plan
25

26. Communications & Engagement
 Weekly Sponsor email and dedicated Intranet site including feedback
 Extensive consultation with all stakeholders on new processes
 Regular Executive level and Sponsor engagement with third parties moving
to centre, including site visits
 Regular local staff engagement by Line Managers to share progress, identify
and address issues, provide reassurance and obtain feedback
 Multiple presentations to all relevant Trade Union Councils
 Extensive user requirements gathering and acceptance testing
 Initial site visits for all including Sponsor vision presentation
 Computer generated fly through and time lapse video for stakeholders
 Dedicated multi-agency training course for new processes, and extensive 3
month training and development programme for new roles
 Building induction and jointly agreed “Working Together” document
 Full day cross-functional table top exercises facilitated by senior managers to
develop and understand new ways of working and begin teambuilding
26

27. March 2015 27

28. March 2015 28
Developing capability

29. March 2015 29

30. Summary
 Managing change effectively really matters
 Remember the 5 key ingredients
 Build people change activities into your project
management processes and planning
 Work to develop the change capability of all
involved

31. Questions