29 july webinar presentation

Modelling complexity

Dr Daniel Ruiz

Transport Systems Catapult

6 June 2013

The webinar will commence shortly…………….please complete our

short questionnaire at https://www.surveymonkey.com/s/JTRBGCC

https://www.surveymonkey.com/s/JTRBGCC

Presenters 2

Daniel Ruiz

Paul Blakeman

Agenda

14.00: Introduction Daniel Ruiz

14.05: Where are we now? Daniel Ruiz

14.15: Pipeline, Projects, Portfolio Paul Blakeman

14.30: Q&A session Daniel & Paul

14.55: Next Steps Daniel Ruiz

15.00: Webinar Closes/exit survey

Introduction 4

Where are we now?

Board

Chairman – Will Whitehorn

5

CEO – Steve Yianni

Where are we now?

Board

6

Terry Hill

Mike Kayser

Andy Pitt

Where are we now?

Start-up Team in Place

7

Where are we now?

Permanent Recruitment

8

Executive Team and Relationship Management

Where are we now?

Location

Temporary Offices – Euston Tower

9

Permanent Base announced – Milton Keynes

Where are we now?

Five Year Delivery Plan

10

Industry Engagement

TSB Executive Team sign-off 19 September

TSB Governing Board sign-off 18 October

Where are we now?

Building Networks

11

• Understanding the Transport Ecosystem

• Building Informal Networks

Where are we now?

Building Networks

12

• Understanding the Transport Ecosystem

• Building Informal Networks

• Projects underway

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Pipeline, Projects, Portfolio

Core Services - NTSM Facility

• Consultation

− Modelling World

• Early stage based around three challenges

• Workshop with industry specialists and challenge owners

− September


Core Services – Integrated Test Environment

• Identifying models for operation

• Forming ‘test cluster’

• Key players roundtable


Building the Pipeline

• Engaging with industry

• Using focus areas

• Forming Programmes

16


Project Selection

• Robust, but light touch process

• Independent selection board

• Criteria

Criterion Question

1 VISION Does this project align to our vision?

2 FOCUS AREASDoes this project align with one or more of the TSC’s four main

focus areas?

3 STRATEGIC OBJECTIVESDoes this project meet one or more of TSC’s strategic

objectives?

4 DELIVERING CHANGE Will this project influence or change industry in a positive way?

5 REPUTATION Will this project improve the perception of TSC’s reputation?

6 CAPABILITY Will this project increase or enhance the TSC’s capabilities?


Project Selection

INTERNET BASEDIDEA SHARING

TOOL / HUB

INFORMAL DISCUSSIONS / WORKSHOPS /

INDUSTRY TRADESHOW

INDUSTRY ENGAGEMENT

PROJECT IDEA DETERMINED /

CATAPULT SPONSOR AGREED

INITIAL ASSESSMENT

DEVELOP IDEA TO STANDARD

FORMATProceed

PROJECT SELECTION

MATRIX

PROJECT BRIEF

SUBMIT TO SELECTION BOARD

FEEDBACK

Reject

PROJECTS SHORTLIST

Reject

PUBLISH

COST BENEFIT ANALYSIS

BUSINESS CASE

PROJECT SELECTION

MATRIX UPDATED

FURTHER DEVELOP IDEA

TSCatapult Team

SUBMIT TO SELECTION BOARD

Proceed

Resubmit

TSC PROGRAMME PLAN UPDATED

PROJECT INITIATION

PROJECT DELIVERY

Outline Project Selection Process v0.4Transport Systems Catapult Ltd.

PROCESS PRODUCT GOVERNANCE

CO

NC

EPT & SELEC

TION

PRO

JECT D

ELIVER

Y

CO

MM

UIC

ATI

ON

S &

EN

GA

GEM

ENT

PROGRESS

EXTERNAL FUNDING

AVAILABLE?

EXTERAL BIDDING PROCESS

NO

YES

APPROVALAPPROVAL

APPROVAL

DECISION

TSCatapult Strategic Aims & Objectives /

Budget

AN

ALY

SIS

& A

PPR

OV

AL

Proceed

Key

Resubmit

Proceed

SELECTIONPROCESS

EVALUATION

Oversight


Project Selection

0 1 2 3 4

Does the project align to our vision of "making the world

more mobile"?No alignment

Limited alignment, any

potential benefit would

be difficult to justify or

qualify

Some alignment, but

benefits are would be

long term before being

realised (5 - 10 years)

Aligns clearly with our

vision with benefits

being realised in

medium term (2 - 5

Years)

Aligns clearly with our

vision with benefits

being realised in short

term (0 - 24 months)

4 If score is 0 or 1 the project must be rejected

Briefly describe how you feel this project will achieve this?

How closely does the project align with one or more of the

TSCatapults four main focus areas:

- real-time information

- modal integration

- business models

- system performance?

Does not relate to any of

the four focus areas

Has some relation to

one of the focus areas

Has some relation to

more than one of the

focus areas

Fits clearly under one

focus area with some

relation to one or more

of the other the focus

areas

Defined as a key project

in the development of

one or more of the focus

areas

4 If score is 0 or 1 the project must be rejected

Briefly describe how you feel this project will achieve this?

STRATEGIC OBJECTIVES

How many of the strategic objectives of the TSCatapult does

this project meet?

1 -To select and deliver a balanced portfolio of projects

2 - To create a new market - Trasport Systems

3 - To build a globally recognised, pyhisical centre of

excellence

4 - To enable all market players to work together

collaboratively

5 - To build a strong and trusted brand for TSC

6 - To build a sustainable business

7 - To enable the export of expertise and skil ls globally

0 1 - 2 objectives 3 - 5 objectives 5 - 7 objectives

8 - 10 Objectives met or

very high stakeholder

interest4 If score is 0 the project must be rejected

DELIVERING INDUSTRY

CHANGE

Will delivery of this project influence or change industry in a

positive way? No / Lacks support / Unlikely even with

significant engagement

Potentially but will

require significant

engagement

Definitely but will

require engagement

Successful delivery will

result in industry

adoption4

As a result of this project a number of areas of industry will have worked together

to create solutions that they could not on their own. Successful delivery may

result in adoption of parts of the solutions - potentially not all.

REPUTATION

To what extent will the undertaking of this project enhance

the perception of TSCatapult as a centre of excellence?

(remove this piece - > bringing about economic growth)

May have negative

implications

Minor

acknowledgement of

knowledge & support

Equal partner in

delivering the initiative

Lead partner in

delivering the initiative

Acknowledged as

leading the successful

initiative3 Successful delivery will have significant profile nationally and potentially

internationally

CAPABILITY

To what extent will the undertaking of this project improve

the capabilities of TSCatapult as a centre of excellence

injecting innovation and real world solutions?

Won’t enhance Catapult

capability at all

May enhance Catapult

capability slightly

Will enhance Catapult

capability slightly


capability to a

reasonable degree


capability significantly 4This is a complex project that will hone the skil ls of the TSC, increase its

knowledge as solutions are developed and increase its network rapidly.

Particular areas will be collaboration, project management, knowledge of the

technical aspects of the Intell igent Mobility in its widest sense

COLLABORATION &

INTEGRATION

To what extent will successful delivery of this project lead to

greater industry collaboration and/or integration?None

Unlikely / not directly

as a result of the project

This project will be an

enabler to commence

industry collaboration/

integration but may not

directly result in

This project will provide

a benefit that will

improve areas of

industry collaboration /

integration.

A clearly defined

outcome of this project

will result in new levels

of collaboration /

integration in industry

4 The success of the project relies on effective collaboration across the ground

transportaion sector - road, rail, bus, bicycle, autmobiles and pdedestrian

BENEFITS REALISATION

When will key/major/significant benefits of the project be

achieved?Benefits won’t be

realised for more than

30 years

Benefits will be realised

within 30 years of

project completion


within 10 years of

project completion


within 5 years of project

completion


within 2 years of project

completion3 Benefits will start accrue early.

DELIVERY

To what extent does this project have to be a TSCatapult

project?Work better suited to

be undertaken

elsewhere

Is l ikely to be delivered

by some other party in

the next 3-4 years



the next 5-10 years

Is unlikely to be

delivered by some other

party in the next 3-4

years

Is very unlikely to be

delivered unless

initiated by the Catapult3 The involvment of the TSC will bring forward the delivery by both providing

resources and boltering the project's profile

FUNDING

Is there an opportunity for external funding / grants / 3rd

party financial support?None

Not a present but

potentially in the future

Yes but unlikely to be

secured / process for

obtaining is 6 -

12months)

Yes and likely to be

achieved in a short time

frame ( 0 -3 moths)

Yes and funding is

secured / highly likely to

be secured prior to

project start

2Funding has been identified but some work is required to crystall ise details and

obtain commitments

COMMERCIAL

OPPORTUNITY

How clear are the commercial opportunities that the delivery

of the project will present to industry in the UK? Will present no obvious

commercial

opportunities

Will present possible

commercial

opportunities but not

quantifiable at this

stage

Will present possible

commercial

opportunities which are

quantifiable and

positive

Will present l ikely

commercial

opportunities with a

positive ROI

Will present very

obvious commercial

opportunities with

quantifiable ROI

defined as X

3 The objectives of the project are in part commercial. It is not clear how the ROI for

the TSC will be realised at this stage.

REVENUE GENERATIONTo what extent will the project generate revenue for the

Catapult, outside the util isation of core funding?

Uses core funding

completely and presents

no further opportunities

for revenue generation

Costs are partially

covered by external

parties but no profit is

made

Costs are covered by

external parties but no

profit is made

Costs are covered and

presents opportunities

for revenue generation

from subsequent

projects and services

Will directly generate

revenue from external

parties2 As above

INTELLECTUAL PROPERTY

How likely is the project to generate new IP for one or more of

the participating organisations? Will not generate new IPCould perhaps generate

new IP to a 3rd party

Could generate IP for

partners

Is l ikely to generate new

IP

Intends to definitely

generate new IP 4 A significant part of the project is to generate IP

BUILDING ON EXISTING

FOUNDATIONS

To what extent will the project build on achievements of other

projects or compliment other projects being carried out by

the Catapult or its partners?

Could potential clash

with existing projects

Will provide no

additionally to existing

projects

Uncertain regarding

additionality

Will provide a small

amount of additionally

to exist projects

Will provide significant

additionally to exist

projects3 Not possible to evaluate at present as the project portfolio is small. There are no

obvious clashes

UNIQUE / FOUNDATION

ACTIVITY

Does the project duplicate work that has already been done

or is underway?

Is l ikely to strongly

duplicate some other

work

A significant proportion

of the project is l ikely to

overlap with other work

A small proportion of

the project is l ikely to

overlap with other work

Is an entirely unique

piece of work however

future phases are not

qualifiable

Is an entirely unique

piece of work

throughout its l ife cycle3

There is duplication of the autonomous vehicles project in China and North

America. It assumed that research in other areas is being duplicated. However,

involvment in the project will accelerate the start of the project and hopefully

keep UK plc at the forefront

CREATING NEW

OPPORTUNITIES

To what extent will the project make other opportunities

possible for the Catapult, its partners or for the industry

more generally?

Will not unlock any

opportunities

Will not unlock any

opportunities

Could potentially

unlock opportunities

Is l ikely to unlock

opportunities

Is a key enabler for the

development of

transport systems3

RESOURCESDoes the TSCatapult have the resources to support the

project?No available resources

Resources could be

obtained but require

time to confirm (next

budget cycle)

Resources could be

made available but will

require a couple of

months

Resources available in a

short time frame (with

a month)

Resources available and

able to be deployed

immeadiately3

At the start of our involvment resources are available.Part of the initialphase will

be to determine the overall resources required to deliver the project

DELIIVERABILITY

Do the proposer and the TS Catapult have the capability and

skil ls to ensure the project is delivered?

- technical skil ls

- project management skil ls

- requisite influence

None / Incorrect skll set,

unclear where to source

skills

Can outsource to

catapult partners or

external parties

Can develop skills with

acceptable time frameSkills are available

Has the skills readily

available and are

reasonably unique3 It appears so at this early stage. THE TSC is acting as a catalyst initially.

OTHER ACTIVITIESDoes the project have a negative impact on other TSCatapult

projects or activities?

Project will conflict with

other Transport System

Catapult projects

Project will conflict with

other Catapult projects

No conflict with other

Catapult projects

Potential linkage with

other Catapult projects

Project will positively

benefit Catapults 4 No

OBJECTIVESAre the objectives of the project clearly stated by the

customer and is there a programme with clear milestones?

Project has no structure

and value is

questionable to

customer organisation

Project has limited

structure

Project has limited

structure but Catapult

has high confidence of

shaping the outcome

Project is well

structured goals are

clear for Catapult

Project is well

structured and will

provide follow on

opportunities

2Yes but at present they are high level. The contribution by the catapult is to assist

with more detailed planning

BUDGETDoes the TSCatapult have adequate confidence in the

proposed budget?

Project is so vague that

budget prediction is

speculative

Budget approximation

possible

Budget granularity

allows monthly

definition

Budget granularity

allows weekly definition

Project budget is well

defined and detailed 2 This probably an area of risk - again eaarly involvement will clarify this

STAKEHOLDERSHave the stakeholders necessary to deliver the project been

consulted and are supportive?Project will be a surprise

Project is new but with

stakeholders that have

developed credability

Stakeholders are

flexible but un-certainty

due to approach taken

Stakeholders used to

developing projects in

this way

Project is expected 4 Yes and they are very supportive it appears.

63 Out of 88

The Automotive Council LUTZ Programme Charles Oldham

Project Name Project Owner

See attached

Date of Project Selection Board Meeting In Attendance

16/07/2013 Paul Blakeman, Adam Down, Jon Beasley

RIS

K

Notes

STR

ATE

GY

PR

OJE

CTS

FIN

AN

CIA

L

Criterion DescriptionScoring Guidance

SCORE /4

See attached

VISION

FOCUS AREAS

OTH

ER

COLLABORATION &

INTEGRATION

To what extent will successful delivery of this project lead to

greater industry collaboration and/or integration?None

Unlikely / not directly

as a result of the project

This project will be an

enabler to commence

industry collaboration/

integration but may not

directly result in

This project will provide

a benefit that will

improve areas of

industry collaboration /

integration.

A clearly defined

outcome of this project

will result in new levels

of collaboration /

integration in industry

DELIVERY

To what extent does this project have to be a TSCatapult

project?Work better suited to

be undertaken

elsewhere



the next 3-4 years



the next 5-10 years

Is unlikely to be

delivered by some other

party in the next 3-4

years

Is very unlikely to be

delivered unless

initiated by the Catapult


Projects – Driving & Enabling Innovation

• LUTZ

• DfT innovation

• Shared-knowledge base:

Autonomous systems

• Citizen-centred design for

transport: feasibility study

Q&A Session 21

‘Making the world more mobile’

Many thanks for attending. Please complete our

short questionnaire at



29 july webinar presentation

Business

project increase

project influence

tscs strategic objectives

introduction daniel

steps daniel ruiz15

industry specialists

tscs capabilities

perception of tscs reputation