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