heathrow programme contols business change - breda ryan
DESCRIPTION
This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex. The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after. The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist. Conference organiser and APM chairman, Steve Wake says: “Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience. We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.” Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex. Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great. In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels. The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014. 'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers! #eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development. I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.TRANSCRIPT
1
Breda Ryan
EVA18 12Jun13
Heathrow Programme Controls Business Change
2
Heathrow Airport
• 68 million passengers per year (185,000 a day)• 90 airlines flying to 180 destinations• Nearly 70% of the UK’s longhaul flights go from Heathrow• More than half of all UK air freight • 70,000 employees and 100,000 indirect jobs
1950s Today
Who’s who?
Portfolio, Programme & Project Controls
Apply Procedures
Employer’s Requirements
HEATHROWDEVELOPMENT
MANAGED SERVICE PROVIDERS
DESIGN & CONSTRUCTION
SUPPLIERS
Centre for Best Practice
Evolution
Start of more Open Competition
“Intelligent Client”
“Partnering” Client
T5 Agreement
“Integrating Construction” Client
3rd Generation FrameworksValue in Partnerships
“Project Management” Client
Identify Programmes
Defining aProgramme
P1P1
P2P2
Programme Brief
Programme
SanctionBenefits Realised
Closing
P4P4P3P3
Managing the TrancheDelivering the Capability
Realising Benefits
Manage Functional Portfolio:
G1G1 G2G2 G3G3 G4G4 G5G5 G6G6 G7G7 D8D8G0G0
InitiateOptionsSolution
DevelopmentImplementTransition Operation
Close down
Definition
G1G1 G2G2 G3G3 G4G4 G5G5 G6G6 G7G7 D8D8G0G0
InitiateOptionsSolution
DevelopmentImplementTransition Operation
Close down
Definition
Portfolio Definition
Portfolio Strategy
Portfolio Delivery
Portfolio Re-Definition
5
Panic Reboot
VISION
Products Outcomes
Future State
Current State
6
Plug ‘n’ Play
One system, one process
One version of the truthPeople• Greater investment in controls
education
• PM talent spends time in controls function
Process• Invest in and influence industry
best practice
• Broader controls to measure project outputs and programmes outcomes
Systems• Greater integration and
automation of data transfers
• ‘Self service applications’
7
Mexican Wave
People transition through a predicable journey through change
• We know this journey will happen so let’s anticipate it and manage it
• Effective change management speeds up the journey and makes it less painful
• Effective change management also looks to the future to ensure commitment is sustained
Pick ‘n’ Mix
Introductory briefing for all
usersemail, intranet,
posters
Cascade briefings through face to
face team meetings and
conference calls
Targeted one-to-one interventions
with senior stakeholders
Roadshows, visits to main
locationsTraining, support
materials
On going support for key user groups:
managed discussion forums, knowledge
share
Regular updates using a website,
SharePoint
Demonstrations and simulations
Targeted one-to-one interventions with
senior stakeholdersTemperature
checkReadiness
assessment
Do
wor
k
Inte
grat
e an
alys
e &
Agr
ee
the
pla
n Measure & update progress
Capture cost & commitments
Update risks
Sco
pe
Estimate the time
Manage Change - Client
Identify the risks
Estimate the cost A
naly
se a
nd r
epor
t
Take
act
ion
Manage Change - Contract
Con
trol
s cl
osur
e
Project Controls
Obt
ain
F
undi
ngB
asel
ine
Pay
men
t
Agr
ee
Con
trac
ts
Schedule Risk
Cost
Manage Contracts
Acquisition
Finance
Key
Revolution?
10
Time Space Continuum
•Tranche 1
•A framework for managing schedule, cost, risk, controls
• Introduce reports, dashboards, basic analytics
Establish the framework
•Adapt and create dashboards
•Fully implement new ways of working
•Use self serve
•Flexible, collaborative teams
Establish new ways of working
•Tranche 2
• Integrate with existing systems: Oracle Financials, Outlook, SharePoint
•Automated workflow
Integrate and
automate
Grow and improve
•Learn from experience
•Use the flexibility of the application to support improved ways of working
11
Love Me Tender
sche
dule
cost ris
k
scop
e
chan
ge
