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• The Future Controls Solution• Delivery challenges and Quick Wins
• 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
Some Facts
We are delivering highly complex and varied projects within tightening constraints ...
London Underground Programmes
The Political ContextThe 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.
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.
LU Projects Organisation
Capital Programmes Directorate
Power & Cooling
2000 Project StaffSponsors
Programme ManagersProject Managers
Controls StaffEngineers
Strategy and Commercial
Track & Civils Stations BCV
UpgradeSSR
UpgradeInfrastructure
SponsorUpgrades Sponsor
Stations Sponsor
PMO
400 Projects
The Maturity Journey
Started at 0.8
Certification
Project Management Maturity Model used to measure our performance
The Project Management Framework
Controls Processes
Systems?
SAP ERP – Financials, Timesheets, Procurement, HR
P6Primavera
Planning
ASiteContract
Management
OPMOracle Portfolio
Manager
PRAPrimavera Risk Analysis
Schedule Risk Analysis
ARMActive Risk Manager
Risk Management
RIBCost
Estimation
The Current Controls Situation
Microsoft Project Planning
P6 Primavera
WBATAccruals Tool
@riskQRA
MPD
ExcelBenefits
Management
ExcelLessons Learned
ExcelProject Cost
Management
ExcelIssues
Management
ExcelChange Control
P6 Primavera
Business Object
ExcelReporting
Excel Planning
The current situationThe 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
SAP ERP – Financials, Timesheets, Procurement, HR
Presentation Layer (BI) – P6 Analytics Reporting
P6 EPPMPrimavera
Planning & EVMIssue Management
PCMPrimavera Contract
Manager Contract ManagementChange Management
Project Cost Management
OPMOracle Portfolio
ManagerBenefits Management
Lessons Learned
PRAPrimavera
Risk AnalysisQuantitative Risk Analysis
ARMActive Risk Manager
Risk Management
RIBCost Estimation
The Integrated Controls Solution
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
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
Design TfL Single PM Methodology
PMS Schedule Overview – Proposed Revised Position
P6 & Web Front-end Available
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
Setup SAT & PAT Environments
Concept Design Detailed Design P6 Build, & Test
Service + Test Model
MPD: Impact, Design & Upgrade
UAT P6 Rollout
Refine Phase 2
Concept Design Detailed Design
Setup Environ.
Service + Test Model Deliver Portal
PCM Build , Test & Release PCM Rollout & Embedment
Agree System Processes
Review LU PPM Tools
Implement Single PM Methodology
Implement TfL PPM Tools
Close-Out
TfL PPM Programme
P6 Build, Test & Release P6 Rollout & Embedment
PRA Build , Test , Release Rollout / Embed
43 5 643 5 6
Lessons Build & Test
Benefits Build & Test
Christmas Freeze Olympics Freeze
P3M3 Level 4 P3M3 Level 4
Pha
se 1
Pha
se 2
Phase 2 P6 & PCM Available
Rollout / Embed
Rollout / Embed
Benefits & Lessons Learned Available
Analytics & Reporting Pilot Project
PRA Available
Delivery Challenges
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 teamQuick Wins:• Get early sandbox set up – proof of concept and stakeholder
management/engagement is key• Consider the cloud...
Questions