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Prioritising projects to keep London on the move!

George Geddes Projects Portfolio Manager Transport for London. Prioritising projects to keep London on the move!. TfL Operations. 3 million passengers/day. 6 million passengers/day. 155,000 passengers/day. 580km strategic roads. Surface Transport – What Do We Do?.

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Prioritising projects to keep London on the move!

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  1. George Geddes Projects Portfolio Manager Transport for London Prioritising projects to keep London on the move!

  2. TfLOperations 3 million passengers/day 6 million passengers/day 155,000 passengers/day 580km strategic roads

  3. Surface Transport – What Do We Do? • Manage one of the largest bus networks in the world • Manage and develop a strategic network of 580km of London’s busiest main roads • Manage the Congestion Charging and Low Emissions Zones • Operate all of London’s traffic signals • Deliver transport policing and traffic enforcement • Develop strategies for road safety, accessibility, walking, cycling, freight and the urban environment • Regulate taxis and private car hire • Co-ordinate schemes for mobility transport • Provide other transport services – VCS, River Services and Trams

  4. Surface Transport – History? GLA formed in 2000 TfL Created to manage transport All the Surface Modes Merged together Competing Managers Duplicated IM/IT departments

  5. The Challenge for IM • Rapid growth: From 50 projects up to 200 projects • Overworked with poor control • No justification for saying ‘No’ • Poor reputation for delivery • Customers all thought they were most important. • Taken by surprise by business demands

  6. The Challenge - Questions • Why are we so busy? • What are we doing? • Will the demand stay the same? • Are we in control?

  7. The Solution – Consultant Speak! Portfolio Management is defined as: “The continuous process of selecting and managing the best set of enterprise investments, in terms of: • Projects, • Resources, • Assets • Products that drive business and stakeholder value”

  8. Buy/Build In Service Retire Select Implement Operate Investment Lifecycle Projects Upgrade Projects    Maintenance and Support      Resources  Expenses Operational Expense and Capitalized Costs / Benefits $ $ $ $ $ $ $ $ Assets ROI The Solution – Consultant Drawing Portfolio Management is not only about Projects and Resources, it’s also managing the resulting change to assets over their lifecycle…

  9. What it really means • Ask customers what they want • Size and Prioritise • Plan • Present and gain support • Deliver • Report

  10. How we did it • New role created – IM Account Managers • 8 Account Managers across 13 Directorates • Business Planning vs IM Account Planning • Prioritisation based on Strategy • Quarterly IM Investment Committee setup • Bi-weekly Project Approval

  11. Key Business Processes Supported… Strategy & Planning Business Architecture Project Portfolio Management Programme/Project Delivery Project Accounting Business Plan Review Initiative Screening Task Management Strategy Formulation Project Prioritisation Time Booking Financial Planning Account Planning Deliverables Planning Resource Capacity Planning Initiative Development Dependencies Planning Dependencies Management Portfolio Analysis Risk/Issues Reporting Progress Reporting Stage Gate Tracking Portfolio Reporting Scenario Planning

  12. IM Project Portfolio Governance Framework Project Managers and Team Members Business Sponsors, Account Managers PAB, PMO IMIC, PPM Quarterly Review Bi-Weekly Review 0-3 Month Planning Horizon 1 Year+ Planning Horizon Gate -1 Gates 0-4 Project Requests Prioritization & Selection Project Planning Screened Ideas Approved Portfolio Active Projects Project Execution Account Plan Review Portfolio Re-evaluation Project Reporting Portfolio Reports Portfolio Metrics Project Controls IM Project Portfolio Planning (3Ps) SPEARMINT/CIMM PPM – Project Portfolio Management PMO – Project Management Office IMIC – Information Management Investment Committee PAB – Project Approvals Board

  13. Strategic Alignment

  14. 2007/8 Resource Profile Resource Deficits in Q1/Q2 2007/8 have required us to push work out into the 2nd half of 2007/8 based on relative priority Capacity

  15. Q1 2007/8 Skills Profile We are working to align the skills of our resources to fit with upcoming demand. Particular focus is on increasing the number of: • Business/Technical Analysts • Solution/Technical Architects • DBAs Whist managing down the number of Developers 6.5 Surplus 3 6.5 4.5 Deficit 8 Note: Numbers show FTE Surplus/deficit

  16. IM Investment Committee • Meets Quarterly • Senior Business Representatives + HIM + PPM • Management Style • Deployment Schedule • KPI’s

  17. Got the process, now we need a tool Why ProSight? • Web Based • Easy to Configure • Simple to use and Understand • Excellent Reporting Facilities

  18. ProSight and the 3Ps • TfL Trial System Configuration was primarily based on processes in Blue • It also included some functionality to support processes in Red, a subsequent project will capture requirements and develop functionality • Processes in Grey are being managed outside of the system Approved Portfolio Project Delivery (CIMM/ SPEARMINT) Portfolio Planning Process (3Ps) 10. Plan Stages, Gates & Deliverables 8. Prepare Project Schedule 7. Plan Scenarios 9. Review at IMIC 9. Assign & Manage Resources 11. Schedule Tasks 6. Analyse Budgets & Resource Constraints 1. Validate & Prioritise Strategies 17. Review at Project Approvals 12. Track Time 5. Prioritise Projects 13. Manage Costs 2. Gather Data on Existing Projects 16. Report on Projects 14. Track Stages, Gates & Deliverables 15. Manage Risks/Issues 4. Review Data Quality 3. Collect Ideas & Pipeline Projects Project Metrics Quarterly Weekly, Ad hoc

  19. Results • Improved transparency of both senior IM and business management into IM’s current and future workload and its challenges in delivering • The queue of pipeline projects and their ramp up time is apparent • Better allocation of resources to an agreed schedule of works • Improved perception of professionalism by the Business toward IM. • Improved measures and metrics on costs, benefits, resources and status. • Measures form a basis for process improvement in IM

  20. Critical Success Factors (Gartner) TfL followed what we'd proscribe as the 'right' path: they defined and implemented a process first, concentrated on getting their staff to follow it, then added a tool. Too many prospective PPM tools purchasers focus only on the tool, and expect that it will drive process. It won't.

  21. Lessons Learnt • Process first, then tools. THIS IS CRUCIAL!!!!! • The process takes time to set up (in this case, 6 months) • Adjustment is necessary after setup.....one size does not fit all. • Just having solid data is a major improvement, and provides a relationship management effort.

  22. The Future for PPM in TfL • Expansion • Air Traffic Control (ATC) • London Underground • SAP • Group • Surface Transport

  23. Who needs Portfolio Management? • Main Board • CIO • Programme/Project Delivery • Resources Manager • Finance Department • Release Management • Application Support

  24. Questions? george.geddes@tfl.gov.uk

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