16 October 2006 1

A Journey of Change: Delivering Transformation at Transport for London

(c) Transport for London

Welcome and Housekeeping

March 2015 2

16 October 2006 3

Introductory Film

http://youtu.be/57rm5jnw8MY

Agenda

• Introduction to TfL

• TfL Change Programmes

• Project Management Methodology and Business Change Framework

• Developing Change Capability

• Questions

March 2015 4

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

March 2015 5

The scale of TfL • In 2013/14 the Tube carried a record 1.27bn passenger journeys

and 8,765 buses carry over 2.3bn people per year • Huge growth on London Overground, DLR, Tramlink, River

Services and Cycling • >60m Oyster cards issued & huge growth of contactless payment • Revenue £4.8bn in 2013/14; 28,000 staff • Over £3bn a year invested in improving transport infrastructure,

including modernising Tube and roads, and completing Crossrail • We have introduced new technology to help improve our

customers' journeys, for example real-time bus information • We are seeking to double income from our property portfolio,

advertising estate and from developing our retail services in stations to raise over £3bn by 2021

• Change has to be part of everything we do at TfL

March 2015 6

Drivers for Change at TfL

March 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 The Mayor’s Transport Strategy, General & Mayoral elections

Why do we need to manage change better?

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‘Value Gap’

Time

Ben

efits

Rea

lisat

ion Full Implementation/

Embedment of Project Outputs

Installation only ...

Installation v ImplementationAddressing the ‘value gap’

• In TfL’s 2014 Viewpoint survey only 27% of respondents said change is well managed where they work

• Industry wide 70%+ of change projects fail to achieve their full benefits

• Managing change effectively delivers benefits faster and more successfully and minimises loss of productivity

Change Programmes at TfL

March 2015 9

Fit for the Future - Stations Scope: • The purpose of Fit for the Future – Stations is to transform

the way LU runs its stations, focusing on the people, processes and assets in them – from station buildings to ticket machines – in order to improve customer service & reduce LU’s operating cost.

Projects: Projects are grouped into three programme areas

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3.6 Engagement 2.3 Ticketing

2.1 Built Environment

2.2 Process & Technology 1.1 Stations

Staffing Model 1.2 Operational

Enablers 2.4 Visitor

Information Centres

3.2 Skills & Capabilities

3.1 People Transition

3.4 Transition Team Planning

3.5 Employee Comms

3.3 Industrial Relations

1.3 Operating Model Design

Authority

1. Stations Operating Model Design 2. Infrastructure Delivery 3. Change Management

March 2015 11

Predict & Prevent Programme

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Early Opportunities

Ideas which could deliver some early opportunities:

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Introduce centralised asset

monitoring capability within London

Underground Control Centre (LUCC)

Optimise and embed the use of Condition

Monitoring within COO Maintenance

processes

Improve the

reporting and feedback of failures

associated with condition monitoring

alarms

Publicise successes achieved to predict

& prevent failure through the use of

monitoring

Implement ‘quick wins’ from 4 Case

Studies

Develop analytics

capability to deliver business

improvement

R AMS P rogramme

Reliability & Safety Programme

• The Reliability & Safety Programme is delivering ca 60 reliability improvement projects and initiatives to reduce the amount of delay attributable to assets, customers and staff.

• These improvements will contribute to meeting the target to reduce Tube delays by a further 30 per cent by the end of 2015 (compared to 2011), which equates to a reduction of 8.7m Lost Customer Hours (LCH).

A few other examples...

March 2015 15

New Uniform for London

Business Change in IM

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Business Change requirements cover

~ 150 active IM Programmes &

Projects

• Pipeline Demand • Capacity Planning • Scoping & Resourcing • Application of methodology • Capability Development • TfL communication & feedback mechanisms

Provision of assigned Business Change resources to IM Programmes

with significant Business Change

End-User Computing

“Mobile”

Transforming IM

Run Better

JNP Integration

Fit for the Future

Stations

Enterprise Content

Management

Asset Management

A new 24-hour Tube service at weekends from September 2015 The initial network will be comprised of regular services on the Northern, Piccadilly, Victoria, Central and Jubilee lines

What is Night Tube?

24% increase in

demand over last 10 years

61% increase in

demand over last 20 years

300% Night bus passenger growth since 2000

14% increase in

growth expected by 2022

22:00 Travel after 22:00 is growing faster than daytime demand

We’re listening to our customers

Methodology

• We have a defined project 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

TfL Pathway TfL’s Delivery Methodology

What is it?

Imperative from the TfL Commissioner’s 2012 message:

‘... common project methodology, assurance processes ... underpinned by a common management system to ensure a clear approach to how we deliver together.’

The integrated project, programme and portfolio delivery methodology for TfL

What TfL Pathway offers:

A scalable and pragmatic approach to managing projects, programmes and delivery portfolios Project, programme and delivery portfolio lifecycles to reflect the spectrum of activity at TfL A set of delivery principles based on common good practice A common delivery vocabulary A new approach to managing people through changes associated with delivery Transparent Investment Governance and Assurance rules:

agreed ‘map’ for assurance and investment based on transparent rules rationalised Authority Submissions

Fully endorsed by the TfL Leadership Team Designed by working with more than 300 delivery staff around the TfL business

Key Messages for People Change – first time for ...

A pan-TfL mandated change process at this level

Fully integrated with the pan-TfL project/programme/portfolio delivery methodology

Methodology formally prompts people change activity via its tool

Formal recognition of People Change Manager (PCM) role

Business Change Framework

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Top tips:

• Clear Vision for Change

• Visible, consistent Sponsorship throughout the change

• Strong communications and engagement

• Support for employees throughout the change process

• Good project management

What does the BCF look like?

Click on one of the BCF phases for guidance and useful tools

How do P athway and B C F 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

DetailedDesign

ConceptDesign

Outcome Definition Feasibility

Ben

efits

Pla

nnin

g

Ben

efits

Rea

lisat

ion

Integrate

Why do we need to change and what are the benefits?

How do we go about developing the solution and use people’s

ideas/knowledge in the process?

How can we deliver the change plan

and bring people with

us while delivering it?

How do we make sure

that we move to the new

way of operating

smoothly and effectively?

How do we make sure that we fully embed the new way of

operating and not slip back into old ways?

B C F

TfL Pathway Questionnaire flags up the need for People Change

Will the project impact TfL staff (those directly or indirectly employed by TfL) in any of the following ways?

• Change roles and responsibilities of staff? • Alter organisational structures? • Add/modify/remove equipment/technology that will impact staff? • Change processes/procedures that will impact on staff? • Change staff rosters/workload/working patterns or work locations? • Impact staff in other ways?

What do I need to do?

B C F

• Pathway includes a Handbook on People Change • For programmes, delivery portfolios or projects with a

significant element of people change, a People Change Plan should be produced to describe people change activities at a greater level of detail

• P eople C hange P lan template brings together all people change activity in one place, with hyperlinks to relevant tools in B C F

• P eople C hange P lan becomes check at S tage G ate R eviews that change activities are being managed appropriately

• A specific role of People Change Manager (PCM) has been defined to lead on people change activities and be the “voice” of people change within the programme or project

People Change Plan Tidy repository for the output of BCF tool activity on projects

S takeholder E ngagement P lans naturally flow from P eople C hange P lan ... A lso connections to O perational and Maintenance C oncepts and R eadiness P lans where appropriate ...

L inks to B us iness C hange F ramework Tools V IA ME NU IN T E MP L AT E

People Change Manager consulted on:

• Stakeholder Engagement & Communications Plan • Product Management Plan • Project Requirements • Project Execution Plan • Lessons Learned • Maintenance Concept • Maintenance Readiness Plan • Operational Concept • Operational Readiness Plan • Risk Management Strategy • Schedule • Equality Impact Assessment (EQIA)

16 October 2006 31

Developing Change Capability

March 2015 32

March 2015 33

Click here for Yammer

16 October 2006 34

Q&A