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Project Management Systems: Supporting the Transformation. Niall Faris – Head of Project Controls Systems Programme Management Office. Agenda. Some London Underground Facts Overview of Capital Programmes Political/Organisational Context The Maturity Journey Current Controls Tool Situation

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Project Management Systems: Supporting the Transformation


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    1. Project Management Systems: Supporting the Transformation Niall Faris – Head of Project Controls Systems Programme Management Office

    2. Agenda • Some London Underground Facts • Overview of Capital Programmes • Political/Organisational Context • The Maturity Journey • Current Controls Tool Situation • The Future Controls Solution • Delivery challenges and Quick Wins

    3. Some Facts • London underground is the oldest underground railway in the world, with some parts of the network dating back to the 1850s. • We operate 268 stations and 253 miles of track, along 11 lines. • The network services over 3 million passenger journeys each day. • We have started a programme of major investments to renew and upgrade the entire network • The Capital Programmes Directorate is tasked with delivering this investment, spending £1.4bn per year until 2018

    4. London Underground Programmes We are delivering highly complex and varied projects within tightening constraints ...

    5. The Political Context The challenges • Investment constrained by ongoing commitment to reduce Government debt • Demands for significant improvements in efficiency and reliability • Olympics now 266 days away and counting.....plus mayoral election in Spring • Increased scrutiny on getting value for money. UK infrastructure costs 15-40% more than in comparable European countries.

    6. Organisational Context “The only constant is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be.” Isaac Asimov • Large consolidation of central functions (HR, IM, Assurance etc.) with significant resource reductions. • Increasing external pressure/influence.

    7. LU Projects Organisation Strategy and Commercial Capital Programmes Directorate PMO Stations Sponsor Upgrades Sponsor Infrastructure Sponsor Stations SSR Upgrade Track & Civils Power & Cooling BCV Upgrade 400 Projects 2000 Project Staff Sponsors Programme Managers Project Managers Controls Staff Engineers

    8. The Maturity Journey Project Management Maturity Model used to measure our performance Certification Started at 0.8

    9. The Project Management Framework Controls Processes Systems?

    10. The Current Controls Situation ARM Active Risk Manager Risk Management PRA Primavera Risk Analysis Schedule Risk Analysis P6Primavera Microsoft Project Planning P6 Primavera Planning Excel Planning MPD @risk QRA Business Object Excel Change Control P6Primavera RIB Cost Estimation WBAT Accruals Tool Excel Issues Management Excel Project Cost Management OPM Oracle Portfolio Manager ASite Contract Management Excel Reporting Excel Benefits Management Excel Lessons Learned SAP ERP – Financials, Timesheets, Procurement, HR

    11. The current situation The challenges • The business currently operate around 40 different controls tools. • A large amount of the core control processes operate from Excel Spreadsheets stored locally. • Reporting is burdensome, as data is difficult to get hold off. • No single source of the truth. • Labour intensive obtaining an enterprise view of data The Platform for tools • All projects and programmes working from the same project Lifecycle • All projects are operating the same controls processes

    12. The Integrated Controls Solution Presentation Layer (BI) – P6 Analytics Reporting PRA Primavera Risk Analysis Quantitative Risk Analysis PCM Primavera Contract Manager Contract Management Change Management Project Cost Management OPM Oracle Portfolio Manager Benefits Management Lessons Learned P6 EPPM Primavera Planning & EVM Issue Management ARM Active Risk Manager Risk Management RIB Cost Estimation SAP ERP – Financials, Timesheets, Procurement, HR

    13. The Potential Benefits • All project staff to have access to all systems • Project staff will work from desktop project dashboards using up to date data. • All software will be linked meaning data will be entered once into the system. • Period end reporting will be automatic • There will be no Excel working for Project Controls • The business will be able to drill down to interrogate projects without disrupting project teams. • Data quality will improve • Decision making capability improved • Business will be able Enterprise wide view of projects will be obtained • Standardised training to be introduced • Transfer of staff around the business improved • System will be easier to support with 8 pieces of software • Licence use optimised

    14. Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Delivery Challenges PMS Schedule Overview – Proposed Revised Position Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 LU PMS Programme P3M3 Level 4 P3M3 Level 4 3 4 5 6 3 4 5 6 Phase 1 P6 & Web Front-end Available Concept Design Detailed Design P6 Build, & Test UAT P6 Rollout Service + Test Model Setup SAT & PAT Environments MPD: Impact, Design & Upgrade Phase 2 Deliver Portal Service + Test Model Phase 2 P6 & PCM Available Refine Phase 2 P6 Build, Test & Release P6 Rollout & Embedment Setup Environ. PCM Build , Test & Release PCM Rollout & Embedment Concept Design Detailed Design PRA Build , Test , Release Rollout / Embed PRA Available Rollout / Embed Lessons Build & Test Benefits Build & Test Rollout / Embed Benefits & Lessons Learned Available Analytics & Reporting Pilot Project TfL PPM Programme Agree System Processes Design TfL Single PM Methodology Implement Single PM Methodology Close-Out Review LU PPM Tools Implement TfL PPM Tools Olympics Freeze Christmas Freeze

    15. Delivery Challenges/Lessons Learnt • What does ‘out of the box’ really mean? • Tackle core process issues early • Stay strong and avoid developments wherever possible – ‘we are special syndrome’ • Full stack Oracle knowledge very scarce in UK • Cultural challenge not to be underestimated • Implementation will require a dedicated embedment team Quick Wins: • Get early sandbox set up – proof of concept and stakeholder management/engagement is key • Consider the cloud...

    16. Questions