2012 games transport: the road to success · 2012 games transport: the road to success...or how we...

2012 Games Transport: the Road to Success

...or how we achieved progressive confidence through a collaborative, systems-based approach

Das Mootanah, PhD

Agenda

• The context, complexities and challenges

• Progressive 360 ° confidence building

• Strategic operations integration & assurance

• Summary

Strategic objectives – failure was not an option…

5

Organisational set-up and our role

IOC

LOCOG

Olympic Delivery Authority

Land Olympic Park ODA Transport

CLM

Delivery Partners:

TfL, NR, TOCs, Local Authorities, BAA, Highways Agency, Eurostar,

Javelin – CTRL, Rivers Industry

Olympic Act sets out role

‘deliver venues, facilities and infrastructure and transport on time for the London 2012Olympic Games and Paralympic Games thatare fit-for-purpose and in a way that maximises

the delivery of a sustainable legacy withinthe available budget’

Our role as an intelligent client

Existing Infrastructure

IOC

Government

Olympic Act

Transport Plan

New Build Infrastructure

Transport Operators

People &Collaboration

Ops: unknown unknowns

London 2012 Games

People &Collaboration

Unknown unknowns

Interfaces & Dependencies

Balance Risks with

Opportunities

Complex integration

issues

Process & Systems

Transport was a big RISK…

1. Transport Network capacity constraints

2. Olympic Route Network (ORN) not effective

3. Major disruptions (e.g. terrorist/systems failures)

4. Potential exogenous changes (eg. Schedules)

5. Spectators’ travel patterns not as predicted

6. Management of key stakeholders and providers

7. Communications or IT/IS systems failure

8. Not having enough operationally competent people

9. External factors, e.g. industrial action, extreme weather, fuel hikes etc

10. Testing reveals late flaws or late readiness

Transitioning to Operations

• Significant progress made towards objectives set out in the Transport Plan

• Most of £13bn of Capex multi-modalschemes had been delivered…attention needed to turn to operations

• ODA Transport was preparing a strategy for transition to operations in 2009/10

• To achieve a seamless transition and to deliver a truly integrated operations during the Games, we needed a different control and assurance regime

9

Developing proportionate assurance

– Stakeholder consultations / cross-sector

research / previous Games / Major events

– Soft-systems thinking was a key aspect

– Sets clear, measurable critical outcomes

– Risk-based and proportionate approach

– Self-assurance to independent assurance

– Complemented ODA’s capital programme

assurance framework

Success

Operations

Programmes

Projects

Proportionate &

Progressive A

ssurance

OGC Endorsement...

“I can now confirm that OGC are able to endorse

the approach of the ODA Transport Assurance

Framework document and confirm it is in-line

with OGC Best Practice for an Assurance

Process” Major Projects Directorate

Office of Government Commerce

August 2009

Achieving progressive life-cycle confidence

DCMS: Department for Culture Media and SportDfT: Department for TransportLOCOG: London Organising Committee of the Olympic Games

Clear objectives and simple measures of success

2009 2010 2011 2012 2012 2012+

Clear objectives and simple measures of success

Clear objectives and simple measures of success

Clear objectives and simple measures of success

Clear objectives and simple measures of success

Clear objectives and simple measures of success

PulseCheck

PulseCheck

PulseCheck

GamesReadinessReview

PostGamesReview

PulseCheck

PulseCheck

PulseCheck

GamesReadinessReview

PostGamesReview

Level of Assurance:

1. Self assessment

2. Internal peer review

3. ODA assessment

4. SMT reassurance / intervention

5. 3rd party/Independent Expert assessment

Programme

Lifecycle

Objectives/Critical

Outcomes

Measures of success

Prioritise:

- Risk

- Importance

ODAT Operations Assurance Plan:

1. Objectives/critical outcomes

2. Measures of success

3. Levels of assurance

Reviews:

1. ‘Pulse’ Checks

2. Games-time Readiness Review

3. Post Games Review

Reports on progress etc

Dynamic Proportionate

Integrate with QMS/SMS

PlanDoCheckReview/Learn

Risk-basedIntegrated

Build on existing assurance

Good practice

Fit-for-purpose Assurance Process

A 360°Review

Refresher Review

Stakeholder Consultations

Mini-pulse checks by

Operating Unit

Delivery Partner

Feedback

Previous Reviews &

AuditsReview with

stakeholders

Pulse Check Review

360° Pulse Check at each life-cycle phase

November / Dec

November / Dec

January/

February

February/ March

March

March

September/ October

October

�ODA

�LOCOG

�GOE

�DfT

�City Ops

�TfL

�HA

�NR

�Scope

�Achievements

�Relationships

�Ops Planning

�Governance

�Controls

�Resources

�Financials

�Next Phase

• Pulse-Check review chaired by independent Board Member• Day 1 focussed on looking back (status of the programme and challenges)• Day 2 focussed on looking forward (critical outcomes for the year)• Collaborative constructive challenge was key to achieve integration• Half day formal review with stakeholders subsequently

Pulse Check review: how it worked

EtcTCC

ORN

Park & Ride

Venue Transp

Public Trans

Clear Critical Outcomes Levels of Assurance – Risk Based

Key Example Stakeholder themes

–Collective integration (thinking, planning and doing together)

–Wider transport implications of the Games v/s sports related events

–Develop sensible city-wide / UK-wide transport-related view of plans/issues

–Financial impact/priorities v/s Games-Transport priorities

–Maintain international reputation during the Games

Outcomes (illustrative)

Workstreams/ Operations Units

Areas of interestRail

& Ja

velin

Olympic

Rou

te N

etwor

k

Trans

port

Coord

inatio

n Cen

tre

Stratfo

rd A

rea

Coord

inatio

n

Directl

y Man

aged

Tra

nspo

rt (D

irect

Coach

and

Stra

tegic

Par

k & R

ide)

Compe

tition

Ven

ues

Med

ia & S

take

holde

r Com

mun

icatio

ns

Trave

l Dem

and

Man

agem

ent

Walk

ing &

Cyc

ling

River S

ervic

esAcc

essib

le tra

nspo

rt

Opera

tions

Inte

grat

ion/cr

oss p

rogr

amm

e

Trans

port

Safet

y and

Gam

es

Man

agem

ent S

yste

ms

Testin

g

Capita

l Pro

jects

ScopeAchievementsRelationshipsOperations PlansGovernance & ControlsProgramme management & reportingResourcesFinancialsQuality improvementNext phaseStakeholder concernsRisk and Issues

Overall confidence assessment (OGC 2010 rating) A/G A/R A/G A/G A/G A/R A A/G A/G A/G A/G A/G A/G A/G

•Transport programme was generally on track, with a few worries…

• Over 100 critical outcomes and actions tracked for success

• Key challenges identified...

• Ensure spectator focus remain high• Agreements of Venue planning, Travel Demand Management, ORN• Maintain integration between operating units and operations plans• Ensuring effective communications and stakeholder management• Develop clear readiness criteria and programme• Contingency planning and resilience across operators• Metrics and reporting systems• Other projects-specific challenges

Outcomes (illustrative)

Operations Planning

Assurance

1. Planning for integrated operations

3. Assuring confidence

2. Defining & demonstrating:

• What we are doing at Games-time & how

• Operational readiness (checks & programmes)

• Appropriate competencies• Integration & alignment

Confidence of a Successful Outcome

• Provide confidence• Identify real issues• Constructive challenge• Predictive / feeding forward

• Shared vision & outcomes/ Principle of Ops• De-risking proactively & progressively / Operations Plans• Collaborative integration and leadership• Effective transformational change

4. Applying:• Proportionate and risk based

approach• Critical outcomes and measures

of success• Pulse checks• Plan-Do-Review-Learn cycle

Strategic operations integration and assurance

18

• Complex requirements, complex stakeholder interfaces, fixed timescale, high risk, no room for failure

• We achieved success through an innovative, predictive & transparent 360 ° assurance based on looking forward - with the end in mind

• We de-risked early by identifying and managing critical outcomes throughout the life-cycle, in collaboration with all stakeholders and Transport providers

• We initiated strategic operations integration 3 years before Games-time, leading into readiness testing and contingency planning for Games-time

• These enabled us to be ‘wise before the event’...

Summary

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