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Designing a Cross Functional
Regional Team
APTA Fare Collection 102
Houston, Texas 2009
Assess the global stakeholder community
Regional Program Office
Governance
Policy
Finance & Budget
Local Jurisdictions & Transit Authority Participants
Sub-regional Project Management
Local stakeholder departments
Development of Regional Working Task Force
LA Regional Money Committee
Several Models Exist in USA –
An entity has to “lead” the program
Regional Planner – Funder – Builder + [Operators]
Establishes Vision – Mission – Goals – Objectives of program
Develops Business Case
Secures Regional Funding
Creates Design Criteria
Issues Procurement
Manages contract
Staffs the project
Key Stakeholder Questions
When & how do you join
What rights / governance structure exists
Building a Regional Team Requires Defining the
Authority to Create New Policies + Changes to
Existing Business Processes
REGIONAL POLICY
FUNCTIONS
Tariff Rules
Cost Sharing
Float Management
Budgets
Membership
Oversight Structure
REGIONAL
MANAGEMENT
FUNCTIONS
Operations
Data Reporting
Auditing
Performance Management
Marketing
Administration
The Regional Business Case helps determine
how to build the Core Team
OUTSOURCED IN-HOUSE COMBINED
CARD MANAGEMENT Centralized, Outsourced Centralized, In-House Centralized, Outsourced
CUSTOMER SERVICE Centralized, Outsourced Centralized, In-House Centralized, Outsourced
DISTRIBUTION MANAGEMENT Centralized, Outsourced Decentralized, In-House Decentralized, In-House
FINANCIAL MANAGEMENT Centralized, Outsourced Decentralized, In-House Centralized, Outsourced
SECURITY MANAGEMENT Centralized, Outsourced Decentralized, In-House Centralized, In-House
INFRASTRUCTURE SYSTEMS Centralized, Outsourced Decentralized, In-House Centralized, In-House
BRAND MANAGEMENT Centralized, In-House Centralized, In-House Centralized, In-House
BUSINESS MANAGEMENT Centralized, In-House Centralized, In-House Centralized, In-House
It is crucial to define the “all in” scope of the program to ensure
the right people are making future decisions on the Team
LACMTA, Munis, Metrolink, and other agencies are working
cooperatively with an informal “governance structure”
TAP Executive Oversight Committee
TAP Management Subcommittee
Co-chairs: C.Hill, L.Somilleda, J. Matsumoto
Working Group Administrative Oversight
C. Hill L.Somilleda, J. Matsumoto, S. Lantz
• Technical/Operations Working Group
• Marketing/Customer Service Working Group
• Finance Working Group
Participating Agency Staff
Metro & Muni Executive Team
• Tariff rules
• Cost sharing
• Membership
• Operating budgets
ADVISE IMPLEMENT
Antelope Valley Transportation
Authority
Culver City Municipal Bus Lines
Foothill Transit
Gardena Municipal Bus Lines
Los Angeles Department of
Transportation
Los Angeles Co. Metropolitan
Transportation Authority
Long Beach Transit
Montebello Bus Lines
Norwalk Transit
Santa Clarita Transit
Torrance Transit
Santa Monica Big Blue Bus
SCRRA/Metrolink Comm Rail
Access Services Inc.
Provides project visionary
leadership
Ensures the vision of the
leadership will be realized
Ensures agency and regional
requirements are being met
Participating Agencies
Develop a “Survey” to Identify Key
Stakeholders – Internally & Externally
Identifies key people, aligns functions, business
processes, reveals fare products that are affected
Ensures correct staff are involved from inception of
project
Helps define roles and responsibilities as changes
occur
Promotes “ownership” and buy-in from stakeholders
Assists executive management to prepare Board and
policy makers
Each device & output has an “internal” owner
Fare Media Production* Labor Relations
Construction / Retrofit Equipment Maintenance* TVM tranmission support* Revenue Collection Bus/Rail Media Sales & Distribution* Board Reporting
of MTA properties ~Farebox &Cash box repair Farebox transmission supp* Credit/Debit from MTA Media Sales* ~Retail Outlets FAP/Revenue Rept
Civil Engineering ~Vault & Bin Repair Vaulting transmission supp* EZ Pass Reconciliation ~MTA Outlets Regional Capital
Vaulting of fareboxes Maint. Computer Support* Revenue Reconciliation - Retail* ~Gov't Organizations, Schools Planning
Operator Training (OCI) FARMERS support General Accounting AR & GL Photo ID admin*** Muni & External
Fare Enforcement (Security) FIS Support Financial Reporting ~Internet Sales Funding Policy Dev
ROC Support of TVMs Internet sales support* Auditing Vendor Commission
BOC Support Webpage support* Asset Management** Branding & Marketing HR Employee Badge
RFLan Management Disaster recovery* on UFS smart card*
M3 : Metrix Interface
Systems Access & Control
1. Centralized administration Hot List Management Assumes no change
of equipment warranty admin Systems Configuration to MTA-specific
and repair recommended. Fare Table Management Smart card issuance to patrons Labor & Board
Distribution to retailers issues.
2. Potential to merge repairs w/ Card Registration management Retailer & Merchant Support
regional operators at certain Card initialization & personalization Patron support - call center Recognizes
systems / device levels possible Card Real Estate management Transit Operator support - call center planning for fare
(i.e., DCU, smart-card modules) Autoload Management *MTA badge / transit card production can systems at a
*limited outsource opptys. Balance Protection Mgmt be an outsourced as a function regional level as a
(Does not regionalize Telecom support for retail Clearing & Settlement services of smart card issuance overall. new "business"
construction or retrofit of infrastructures funds movement processing ***MTA currently contracts out the
non-MTA properties, i.e., Installation & monitoring of funds pool management production of photo Ids
Munis, Metrolink, retailers) all devices & systems Asset mgmt** - Defeased Lease oppty
*Outsource opportunities
Post UFS: Assumes majority of NEW functions to be performed by 3rd party
ITS/ISD FINANCE/TREASURY
Assumes no changes
COMMUNICATIONS COS & PLANNING
TODAY: Current Functions in NON-UFS "MTA-only" structure
CONSTRUCTION METRO OPERATIONS CFO (Assumes Procurement & Contract Admin Oversight)
This “picture”
helped determine
assignment of roles
& responsibilities
+
Business Process
Changes
THIS IS OUTDATED and is used ONLY AS AN EXAMPLE for
presentation purposes only!
Lay out your organization to see what
changes need to occur after implementation
Functional Org Charts show how the organization
aligns resources to project deliverables
Project Management Office
Project Manager
& Support Staff
Consultant
Project Manager
Regional
Program
Development
Contracts Admin &
Program
Management
Local Transit
Operator Program
Development
Systems & Equipment
Implementation Management
Transit Agency
Training
Labor Relations
Interfaces to
Existing
Infrastructures
Conceptual,
Prelim & Final
Design
Device & Systems
Integration
Testing
Bus & Rail
Installation
Oversight
Systems
Acceptance
Office of Safety
Oversight
New Capital/Rail
Projects
Bus Operator
Training
Div Maint & Transp
Mgmt Training
REM Shop Training
Fare & Law
Enforcement
Training
Back Office &
Report Training
Sales Device &
Customer Support
Training
Labor Relations &
Information
Smart Bus/ATMS
Division Network
& Comms
Rail Telecoms &
SCADA
Rev Processing
System
Fare Media Sales
System
M3/Maint System
HR & FIS
Working Task
Force
Financial
Clearing/Settlem
ent
ADA & Public
Outreach
Board Sub-
Committees
Social Services
TOD/Non-
Transit Apps
Business Plan
Board Repting
Budget & Acct
Mkt & Programs
Local Tariff Regs &
Fare Policies
Office of Safety
Document Control/PQ
Change Control
System
Contractor/Consultant
Billing
QA/QC
Legal & Legis
Office of Ethics
Management
Audit
Program Management &
Administration
Contractor/Supplier
Program Manager
Equip Engr’g
Civil Engr’g
Facilities Engr’g
& Office of Safety
UFS TAP Gating Task Force – DRAFT V.1 Roger Snoble – Chief Executive Officer
Roger Moliere – Executive Sponsor Jane Matsumoto – Project Manager Elma McIntosh – Resident Engineer Don Dwyer – Contract Administrator
Regina Chan – Finance & Administration Manager
Team 1 - Technical Integration Team 2 - Civil Team 3 - Maintenance Team 4 - Leasing Willy Dommen / Al Chan Pat Marron / Greg Wasz Ed Scherb/James Zerfas Brad Turner
Jane Matsumoto
Joseph Hernandez (TAP Ops)
Cynthia Chin-Pak (TAP Ops)
Kelly Hines (TAP Ops)
Alicia Carnero (TAP Ops)
Marcelo Melicor (Finance)
Arlan Sanders (ITS)
Jack Eckles (Security)
David Sutton (Employer Prog)
K. Murthy / Henry Fuks (Rail Const)
Dave Walker
Tom Eng (Rail Safety) M. Cannell (Rail Ops)
Dan Lindstrom (Rail Telecom)
Aida Asuncion (Rail Ops) Jack Eckles (Transit Ops/Security) Marcelo Melicor (Rev Equip Maint Rail) Mauro Arteaga (TAP Ops) Maya Emsden, Jorge Pardo (Art)
TBA – Director TAP Ops
Mauro Arteaga (TAP Ops) Marcelo Melicor (Rail Rev Equip Maint) Ed DelGenio – Transit Ops/Labor
Terry Matsumoto (Finance/Treasurer) County Counsel TBD Don Dwyer (Contracts)
1. UFS Device Interface/Impacts 1. TVM 2. Hand Held Units (HHU) 3. Stand Alone Validators (SAV) 4. Bus Farebox 5. Sales Devices (MPOS/CPOS)
2. Smart Card Interfaces
Card Type
Card Format
Functional Impacts o Hotlist size o Autoload size
Software Impacts
Hardware Impacts o TVM o MPOS/CPOS o Farebox o Faregates
Business Rules o Sales o Use o Inventory o Autoload o Hotlist
3. Muni & Metrolink Impacts 4. Business Rules 5. Regional Fare Products 6. Alternative Payment Methodologies
Tokens – use in UFS system
VISA/MC/AMEX 7. Migration Planning 8. Integration Testing 9. Acceptance Testing 10. EWEDS & Security Interface Develop.
1. Modeling
Passenger Counts
Exit Calculations
Peak Time queuing
Validate Equipment Type
Validate Equipment Qty 2. Fire Life Safety review
Metro Design Criteria review
NFPA 130
Design Impacts
Waiver process 3. Design Criteria
Develop Metro Criteria o SCADA o ROC/BOC o MTA ITS o MTA Rail Telecoms
Coordinate between Metro and Cubic
4. CCTV / PTEL
Requirements
Procurement
Operational Design & Impacts
Installation Design & Testing 5. Installation Oversight
Gating Pilot & Installation
TVM Relocation (as needed)
SAV Relocation
Cutover testing
CCTV/PTEL integration to gating
1. Modification of current contract
Review of Cubic submitted Maintenance Agreements
2. Scope of new agreement
Equipment
Stations 3. Other participants – Regional
Impacts
Muni Extended agreements 4. Service Level definition 5. Performance criteria
1. Strategic Planning 2. Requirements 3. Scope 4. Industry Review 5. Review of Cubic submitted lease
agreement
A Task Force was created for a new device
recently added to the UFS/TAP System
The Core Team’s Organizational Structure
stays constant (see previous slide) as
this device is designed and built
4 Teams were created to
fit the contractor
deliverables for rail gates
They also have team
members assigned to
these teams
Creating a Regional TAP Team is far
reaching…
(ACS)
The Regional TAP Money Committee Is Made Up of
Participants from 19 Agencies In LA County
Active Regional Participants
Antelope Valley Transit
Culver City Bus
Foothill Transit
Gardena Transit
Long Beach Transit
Los Angeles DOT
Montebello Municipal Bus Lines
Norwalk Transit
Santa Clarita Transit
Santa Monica Big Blue Bus
SCRRA / Metrolink Comm Rail
Torrance Transit
Other Regional Agencies
Access Service Inc.
(Paratransit)
Arcadia Transit
Claremont Dial-A-Ride
Commerce Transit
Redondo Beach Wave
PLUS more than 20 local
service providers (LTSS)
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