Breda Ryan EVA18 12Jun13

Heathrow Programme Controls Business Change

1

Heathrow Airport

2

•  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

HEATHROW DEVELOPMENT

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 Frameworks Value in Partnerships

“Project Management” Client

Identify Programmes

Defining a Programme

P1

P2

Programme Brief

Programme

Sanction

Benefits Realised

Closing

P4 P3

Managing the Tranche Delivering the Capability

Realising Benefits

Manage Functional Portfolio:

G1 G2 G3 G4 G5 G6 G7 D8 G0

Initiate Options Solution Development Implement Transition Operation

Close down

Definition

G1 G2 G3 G4 G5 G6 G7 D8 G0

Initiate Options Solution Development Implement Transition Operation

Close down

Definition

Portfolio Definition

Portfolio Strategy

Portfolio Delivery

Portfolio Re-Definition

Panic Reboot

5

Products Outcomes

Future State

Current State

Plug ‘n’ Play

6

One system, one process One version of the truth

People •  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’

Mexican Wave

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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

users email, 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

locations Training, 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 stakeholders Temperature

check Readiness

assessment

Do

wor

k

Inte

grat

e an

alys

e &

Agr

ee th

e pl

an 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 re

port

Take

act

ion

Manage Change - Contract

Con

trols

clo

sure

Project Controls

Obt

ain

Fund

ing

Bas

elin

e

Pay

men

t

Agr

ee

Con

tract

s

Schedule Risk

Cost

Manage Contracts

Acquisition

Finance

Key

Revolution?

Time Space Continuum

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• 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

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Love Me Tender