Subash Tavares

1. EVM 24
Adding Value to Major
Projects Delivery at TfL
Transformation Principles
Subash FJ Tavares
Head of Portfolio Management Office
Major Stations and Infrastructure
Thursday 11th April 2019

2. TfL Commissioner – Key drivers
 Customers and users at the core of our decision
making
 Drive improvement in reliability and safety across
the network
 Accelerate the growth in increasing the capacity
of our network
 Invest in our people and lead them to be the best
they can be every day
 To cost less and generate more income
 To exploit technology to produce better and
faster results

3. Chief Financial Officer – Key
drivers
 Establish clear financial direction and vision
 Setting the right budget for both annual and 5 year
business plan
 Improve the operating account i.e. reduce costs and generate more income
 Reduce the cost of in-flight capital projects i.e. value engineering
 Defer/cancel new investment projects
 Develop transparent, understandable financial reporting
 Improve system and internal control
 Complete the business and financial review
 Transform financial process
 Review resource requirements
 Build
leadership/accountability
and financial discipline
 Organise for efficiency
 Optimise service delivery
Affordable/efficient capital
delivery
Drive procurement excellence
Leading with technology and
data

4. TfL Organisation Structure
Key Delivery areas
 Major Projects Directorate
 Renewals and Enhancements
 Surface Project and Programme Delivery
 Technology and Data
 Commercial Development

5. TfL Organisation Structure
Key Professional Services
 Programme Management Office
 First line assurance
 Finance
 Commercial
 Procurement and Supply Change Management
 City Planning
 Master Planning (multimodal)
 Planning and Consents
 Engineering

6. TfL & MPD Operating Principles
TfL Operating Principles
Only do things we can afford
Have clarity on who is accountable for
what
Avoid doing the same things in multiple
places
Only undertake activities that add value
Operate as a single team, leading across
the organisation

8. Hub and spoke PMO model
PMO will be the functional home for all embedded controls resources and
drive consistency in delivery, valuable assurance and improvement
Enabling
Improve delivery
Enabling
Improve delivery
Assuring
Reduce risks
Optimising
Deliver savings
Optimising
Deliver savings

9. PMO Target Operating Model
Enabling
Improve delivery
Enabling
Improve delivery
Assuring
Reduce risks
Optimising
Deliver savings
Optimising
Deliver savings
Time/Increasing Portfolio ValueTime/Increasing Portfolio Value
 Delivery model
 Management system
 Platform; systems and tools
 Performance measurement
framework
 Capability development
 Integrated baselines; scope,
cost, time, risk
 Data/MI
integration/automation
 Project reporting and
governance
 Project risk management /
Estimating support
 Prof. services engagement
 Capital delivery
engagement
 Delivery model
 Management system
 Platform; systems and tools
 Performance measurement
framework
 Capability development
 Integrated baselines; scope,
cost, time, risk
 Data/MI
integration/automation
 Project reporting and
governance
 Project risk management /
Estimating support
 Prof. services engagement
 Capital delivery
engagement
 Assurance programme
 Project Performance
management
 Data integrity
 Decision support
 Compliance management
 Quality improvement
 Capability assurance
 Effective governance
 Benchmark data
 Portfolio Management
 Improved forecasting and
early warning
 Economies of scale
 Interface management
 Workforce planning
 Sourcing leverage
 Benchmarking / continuous
improvement / innovation
 Portfolio / programme level
optimisation and trade-offs
 Opportunity management
 Collaboration
 Re-cycle of lessons learnt
 Business strategy, planning
and transformation
 Economies of scale
 Interface management
 Workforce planning
 Sourcing leverage
 Benchmarking / continuous
improvement / innovation
 Portfolio / programme level
optimisation and trade-offs
 Opportunity management
 Collaboration
 Re-cycle of lessons learnt
 Business strategy, planning
and transformation

10. This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not
intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which
would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised
persons.
MAJOR PROJECTS DELIVERY BUSINESSPMO target organisational
model Head of PMO
Nick West
Head of
Performance
Management
Carlos Vazquez
Data &
Performance
Manager
Senior Process &
Guidance Manager
Quality Assurance
Manager
Value Management
Manager
Head of
Performance
Development
Stuart Burnett
Professional Manager
Project Management
Professional Manager
Construction
Management
Portfolio &
Resourcing Lead
Professional Manager
(Project Planning)
Professional
Manager (Project
Risk & Opportunity)
Professional Manager
(Project Controls)
Professional
Manager (Project
Specialists &
Information
Management)
PMU Heads
x5
PMO Central Team
employees
Prog oversight of
relevant
Business /
Programme area
All assigned PMU employees wired into one of the
Professional Managers
Performance
Development
Owns and develops
standard controls
principles and
methodologies,
collects best practice
improvements and
drives continuous
improvement across
delivery portfolio.
Manages technical
resource capacity,
capability and career
development.
Performance Management
Oversight, management and
optimisation of in-flight
projects against funding,
benefits and efficiency targets.
Owns delivery process and
guidance framework (Pathway)
and central portfolio
management reporting.

11. This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not
intended to reflect or represent any formal TfL/LU views or policy. Its subject matter may relate to issues which
would be subject to consultation. Its contents are confidential and should not be disclosed to any unauthorised
persons.
MAJOR PROJECTS DELIVERY BUSINESS
PMO Operating Model
Development
FUNCTION SERVICES
BASELINE
> Expectations
Alignment
FUNCTION SERVICES
BASELINE
> Expectations
Alignment
Services
Inputs-
Outputs
Matrix &
Process
Mapping
Operating
Model
Canvas
Level 1
Level 2
Level 3
Level 4
Top Down
Bottom
Up
Delivery Services
Agreements
SERVICE SCOPE
DESCRIPTIONS
> Task level guidance
SERVICE SCOPE
DESCRIPTIONS
> Task level guidance
HOW THE FUNCTIONS
INTEGRATE
> Stitching it together
HOW THE FUNCTIONS
INTEGRATE
> Stitching it together
FUNCTIONAL
OPERATING MODELS
> Who contributes
what?
FUNCTIONAL
OPERATING MODELS
> Who contributes
what?
SME’s Core
Principles &
BaU Services
Catalogues
Strategy &
Setup Op
Model
Level 0
Target
Operating
Model
PMO PURPOSE
> High level Operating
Objectives
PMO PURPOSE
> High level Operating
Objectives
PMO STRUCTURE
 Level 1 Organisation
PMO STRUCTURE
 Level 1 Organisation
Service activities
and tasks
Level 5
Proposed Org
Structure
Services
Definition and
Integration

12. The PMO service offering
Systems, data,
reporting, performance
analysis
Providing a suite of systems and tools supporting the delivery of
capital programmes across TfL
Value management
Driving value improvement and innovation across the capital
delivery portfolio, targeting specific improvement initiatives and
knowledge management from within TfL and other comparable
organisations
Process and guidance
Owning and measuring the use of project delivery process and
guidance, including collating best practice
Quality and assurance
Assuring the projects and programmes are delivered against
requirements
Demand management
Portfolio Management across the MPD delivery portfolio, and
Resource Management to deliver PMO resources across TfL
Professional discipline
support within projects
Project and Construction management; Project Planning; Project
Risk & Opportunity; Project Controls; Project Specialists &
Information Management

13. Strategy & ValueStrateg
ic
Buildin
g
Blocks
Suppor
t
Service
s
MPD
Business
Manageme
nt
New business focused
reviews
SLAs providing clear
accountabilities and
performance needs from
service providers
(Engineering, Commercial,
etc.)
Priority MPD hierarchy of
strategies in place (on hold)
PMO
Strateg
y&
Setup
PMO functional operating
models and service
propositions
MPD Business measures
Ability to monitor and
manage MPD as a
business
Ability to monitor and
manage MPD as a
business
Line of sight from MPD
strategy to delivery
Line of sight from MPD
strategy to delivery
MPD position as delivery
client with clear
accountabilities in
supporting services
MPD position as delivery
client with clear
accountabilities in
supporting services
Operating plan to
describe how each PMO
function will operate and
interact
Operating plan to
describe how each PMO
function will operate and
interact
Senior MPD team
(including PMO)
operational with strategic
oversight
Senior MPD team
(including PMO)
operational with strategic
oversight
By creating the right
target operating
model and strategic
building blocks, we
can ensure that the
“service, processes
and people” aspects
of project delivery are
all aligned in how
they operate. This will
enable a more
effective and fast
approach to
transforming MPD, as
well as better
leveraging TfL’s
approach to market.
As a new business unit, MPD needs to establish the right management arrangements
and metrics to operate effectively. The PMO needs to be established and embedded at
the heart of delivery to influence performance. Delivery is also critically dependent on
key support services, so accountabilities and service levels need to be agreed. Longer
term efficiency requires appropriate high level strategies with a clear line of sight to
delivery.
Change projects and
outputs
Objectives Target Outcome

14. Process, Governance &
Assurance
Portfolio
Manageme
nt
Govern
ance&
Control
Capita
l
Lifecycle
Pathwa
y
Lean governance with
clear accountabilities
Lean governance with
clear accountabilities
New gate processes in
place
New gate processes in
place
Pathway re-mandated &
monitored
Pathway re-mandated &
monitored
Single end to end capital
lifecycle embodied in
process
Single end to end capital
lifecycle embodied in
process
Ability to define and
influence the long-term
delivery pipeline
Ability to define and
influence the long-term
delivery pipeline
By creating lean, risk
based processes and
governance across all
of capital delivery, we
can ensure projects
are delivered in a
consistent but
appropriate manner
that reflects the
varying requirements
and complexities. This
will not only create a
more efficient and
effective approach to
project delivery, but
will also enable
resources to be
moved easily
between projects.
TfL Pathway is not consistently followed, and there is currently no single process to
support projects in moving efficiently between gateways, which themselves are not
always effective. This has created a lack of confidence in the assurance of project
delivery and a lack of clarity in how different functions interact. Decision making
processes, authorities and accountabilities are not always clear, resulting in decisions
being made inefficiently and often escalated to very senior levels.
Change projects and
outputs
Objectives Target Outcome
Optimised Pathway
interface and integration
Optimised Pathway
interface and integration
Simplified governance
structure
Portfolio prioritisation
requirements & procedure
Integrated portfolio master
schedule
Supporting documentation
with clear accountabilities
Synchronised governance
calendar
Portfolio systems & data
structure requirements
New gateways defined and
tested
Pathway compliance in place
Pathway re-launch
Capital lifecycle process
embodied in Pathway
Further Pathway
development

15. Data & ReportingProgram
meData
&
reporting
Integrat
ed
Controls
Systems
Controls development
programme
Controls development
programme
Simplified, efficient and
fit for purpose reporting
Simplified, efficient and
fit for purpose reporting
Standardised, integrated
systems with single data
store
Standardised, integrated
systems with single data
store
Integrated controls
methodology &
definitions
Integrated controls
methodology &
definitions
By creating the right
data and reporting
structure, we can
manage projects
more efficiently and
generate insightful
views of how
effectively and
efficiently projects are
being delivered. This
will enable better
value based decision
making at a
programme and
portfolio level. We can
also identify systemic
issues as a whole and
leverage wider
opportunities to drive
overall value to the
business.
Each part of TfL use different approaches, processes, definitions and systems to control
their projects. This creates a huge challenge in integrating and interpreting data,
resulting in a lot of manual effort and limited confidence in the output. A fundamental
driver for the new controls organisation is to improve the day-to-day control and
assurance of our projects, which requires a robust controls methodology and systems
architecture.
Change projects and
outputs
Objectives Target Outcome
Single data model
Roll out of consistent
solutions
Single systems architecture
Controls definitions and
processes (handbook)
Simplified and standardised
programme reporting
Assessment of low value
reports to turn off`
Central data store

16. Organisation & PeopleResourceManagementMPD&
PMO
Organisati
on
Senior MPD Organisation
Matrix and pooled
controls organisation in
place with strong central
PMO
Matrix and pooled
controls organisation in
place with strong central
PMO
Senior MPD team
operational with strategic
oversight
Senior MPD team
operational with strategic
oversight
We want to create an
agile controls
organisation focused
on efficiency and
service performance
with a strong central
PMO driving
improvement. This
needs empowered
cross-functional and
highly mobile talent;
developed internally
wherever possible.
Supported by long-
term resource
planning with short
term agility; reducing
cost and improving
utilisation of existing
resources.
In order to drive improved control and assurance, we need to have a PMO and controls
organisation that has a greater impact and adds more value to our projects. In moving
to a pooled Controls organisation, we need the ability to efficiently manage our
resources and provide projects with the right resources at the right time. This also
requires us to support the development and experience of more multi-skilled people.
Change projects and
outputs
Objectives Target Outcome
PMO and Controls
Organisation
Technical capability
assessment tool rolled out
Talent programme
‘Maximising Potential’ rolled
out
Standardised resource
management process
New resourcing tool
Utilisation data extractable
from SAP
MPD resourcing strategy
Efficient resourcing
process utilising robust,
holistic data
Efficient resourcing
process utilising robust,
holistic data
Support individual and
team technical and
leadership development
Support individual and
team technical and
leadership development

17. MPD Culture Change
MPD’s purpose is to deliver complex projects, enabling safe and successful delivery of
TfL’s capital investment, and has the vision to be a ‘trusted deliverer of choice’. As a
recently established business unit, bringing together different parts of the TfL
organisation into a single delivery entity, there is a real challenge to both create a
common way of working and to enable a step change in our shared culture to enable
the MPD target operating model and TfL’s wider cultural objectives.
Day to day MPD activity
• Identify the values and ways of working to enable
success
• Develop MPD leadership and management capability
• MPD leadership commitments to role model and
cascade values
• Embed values within all MPD activity and at all levels
Enabling successful change in MPD
• Identify and prioritise additional aspects
that support the changes being delivered
through MPD Transformation or the wider
MPD Change Programme
Act on Employee feedback
• Specific areas of focus arising from
Viewpoint feedback (covered by the MPD
Viewpoint Action Plan and Viewpoint
Champions)
TfL level Culture and Ways of Working
• Align with and support the wider TfL focus
on the required future culture and ways of
working
Change focus areas
Improved leadership and
management capability
supporting individual
behavioural change
Improved leadership and
management capability
supporting individual
behavioural change
Aligned culture to our
planned new organisation,
ways of working and
systems
Aligned culture to our
planned new organisation,
ways of working and
systems
Establish change that
recognises the views of our
people and how they want
the organisation to be
Establish change that
recognises the views of our
people and how they want
the organisation to be
Making sure that MPD
champions TfL’s future
aspirations
Making sure that MPD
champions TfL’s future
aspirations
An inclusive,
diverse culture that
enables
accountability and
empowerment with
supportive,
authentic
leadership
By creating the right
working environment,
we can enable the
focus and capability
of our wider team
including the supply
chain. This will drive
projects to be
delivered in a more
safe, effective and
efficient way through
the alignment of
everyone’s skills, and
through encouraging
new ways of working
Objectives Target Outcome

18. Reference documents