The document discusses Network Rail's plans to improve project delivery through clearer governance and accountability models called "clienting". It aims to have clients define desired outcomes instead of solutions, and sponsors work with delivery teams to implement projects while managing stakeholders. Guidelines have been created defining client, sponsor and delivery roles and responsibilities. The organization also hopes to improve sponsorship training and develop the discipline further to meet the challenges of its control period 5 goals.

1. 9 September 2014 / 1
Network Rail – “Clienting”
Governance model and challenges
Andrew Spiers – Senior scheme sponsor (SE Route)

2. 9 September 2014 / 2
Context
A better railway ……….
….….for a better Britain

3. 9 September 2014
Presentation Title: View > Header & Footer
/3
What are we trying to do?
•Network Rail’s purpose:
• To generate outstanding value for customers and taxpayers
• A safer, more reliable railway with greater capacity and
efficiency.
•CP5 Challenge
• ‘Challenge is to do this even more safely and efficiently than
ever before, and with greater involvement of passengers and
train operators’
•Management challenge
• Is the Company equipped to do this based on delivery record in
CP4?

4. 9 September 2014
Presentation Title: View > Header & Footer
/4
Management challenge CP5
“Value for money” or efficiency challenge
• Delivering projects at a lower cost
• Delivering day to day at lower cost
Management structure
• How best to manage the capital project workload
• How best to focus on the customer
Network Rail behaviours
• Challenging
• Collaborative
• Accountable
• Customer Driven

5. 9 September 2014
Presentation Title: View > Header & Footer
/5
Devolution - South East Route

6. 9 September 2014
Presentation Title: View > Header & Footer
/6
Stoats nest

7. 9 September 2014
Presentation Title: View > Header & Footer
/7
Devolution – South East Route
South East
Route Director
Director
Asset Management
Director
Sussex Route
Director
Kent Route
Route
Support
Operations Maintenance
Engineering
£
Sponsors
Train Operating
Company

8. 9 Septem0b9e/r1 290/1144 / 8
Why do we need guidelines?
• A lack of clear accountability
• Faster, devolved, more customer focussed process.
• Focus on early stages of programmes.
• A more collaborative way of transitioning
• Let the deliverer, deliver
• Share best practice better

9. 9 September 2014 / 9
Accountable - how it has been?

10. 9 September 2014 / 10
“This is how my world feels……………..”

11. 9 September 2014 / 11
Help?

12. 9 September 2014 / 12
Clienting Guidelines and Sponsors’ Handbook
Exec Directors signed off a
set of guidelines that put
Clienting and Sponsorship
at the very heart of
investment in CP5

13. 9 September 2014 / 13
Clienting guidelines
One way we can achieve this is by improving the way we Client and
Sponsor projects and programmes. To grow our skills in this
important aspect of delivering capital projects we need clear
accountabilities – which reflect our devolved structure – and a
collaborative but challenging approach across all business
functions.’

14. 9 September 2014
Presentation Title: View > Header & Footer
/14
Purpose of the Guidelines
Objectives
► Agree our operating model and the accountabilities
► Work together collaboratively and across organisational boundaries.
► Move towards a broader view of value, seeking the best value.

15. 9 September 2014 / 15
Governance Model
Client
Client provides compelling
purpose, deliberately solution
independent with a small number
of measurable outputs. Provides
the Sponsor with a Client Remit –
Detailing the both.
Sponsor (working with client) converts the output statement into detailed
scope to be delivered at every GRIP stage and remits a delivery
organisation to deliver the scope via an agreed methodology and is also
accountable to board via the “Authority” within the project. Takes care of
external stakeholders (including the client, Dft, ORR (via Group Strategy
etc) creating freedom for the delivery team, ensuring they deliver the
scope by removing barriers (approvals, regulatory consents, change
control, governance etc).
Sponsor
Delivery
Delivery organisation are remitted by the Sponsor, via a Sponsors
Instruction to deliver the detailed scope. Usually broken down into 2 or 3
separate remits, development, single option development, delivery. At
each boundary Sponsor will be expected to report back to the Authority
(Board) to ask for the next stage of funding and to feedback progress.
Delivery organisation, led by Sponsor manages commercial activity,
contracts with suppliers, tendering process, OJEU, MBR site management
etc……

16. High Level Operating Model and Accountabilities
9 September 2014
Presentation Title: View > Header & Footer
Sep 19, 2014 /1166
Group
Strategy
Delivery Plan
Change Control
Long Term Planning &
Early Development
Transition A
Agreement on High
Level Funding and
Outputs Demonstration of
Benefits
Route
Transition B
Development
Complete
Project and Programme
Planning & Development
Client & Accountable
Close Out, Operate &
Maintain
Infrastructure
Projects
Development Design & Construct
Transition C
Handover
Complete
Client
Client & Accountable
Accountable
Client and Accountable
Asset Management
Services
Asset Policy and Strategies
Key
Key Accountabilities
Support and other
Accountabilities
Accountability Transition
Client Process Start
A
B
C

17. 9 September 2014
Presentation Title: View > Header & Footer
/17
New Requirements Products - Structure
A structured hierarchy enables
decomposition and traceability.
Responsibility and
accountability are defined at the
different levels.
Impact of changes can be easily
identified and traced.
Satisfaction of requirements
through defined acceptance
criteria.
Requirements are managed
throughout the definition and
development lifecycle.
Enable verification and
validation of requirements
throughout the programme/
project lifecycle.

18. 9 September 2014
Presentation Title: View > Header & Footer
Sep 19, 2014 /1188
Timeline – Key Dates

19. 9 September 2014
Presentation Title: View > Header & Footer
09/19/14 /19
Good Sponsorship is based on accountability.
• Drives common shared objectives
• Owns the transitions in project accountability.
• Actively owns the business case and its validity
• Manages the project outputs so they stay aligned.
• Reports to the Client on the progress of the project.
• Sponsors need to challenge and lead the programme.

20. 9 September 2014 / 20
What does a Sponsor do?
What a Sponsor isn’t:
• An extra programme management resource.
• A tick in the process – “We’ve got a sponsor”
• A person who is just going to say “Yes”
What a Sponsor is:
• The owner of the business case – the person who stands or falls
by the investment paper they create.
• A provider of healthy challenge – saving rework and expense.
• A person who continually asks “Are we delivering the right
solution for the right problem at the right cost?”
• A support – helping to remove barriers to delivery.

21. 9 September 2014
Presentation Title: View > Header & Footer
09/19/14 /21
Sponsorship Development
• New Discipline Manager for Sponsors
• Oracle based competence assessment up and running.
• Development needs being identified.
• Development programmes and training catalogue in development.
• Lunch and Learn sessions
• Annual Sponsors conference July.
• Sharing experience and best practice
• Community Sharepoint page.

22. 9 September 2014 / 22
Future Vision

23. 9 September 2014 / 23
CP5 Challenge - Your Sponsor needs you!
Our environment is changing….
► A faster pace from inception to delivery. Get ready..
► A requirement to answer more questions, provide
more options, detail opportunities faster.
► A clearer focus on business case rather than
infrastructure delivery
► More challenging conversations with Client on
change control and the impact on Time, Cost and
Quality.
► An increased level of collaboration with industry
partners NR.
► More emphasis on Whole Life Cost and longer term
sustainability.

24. 9 September 2014 / 24
Network Rail “Clienting” - reflections
“Corporate governance involves a set of relationships between the
company’s management, its board, its shareholders and other
stakeholders. Corporate governance also provides the structure
through which the objectives of the company are set, and the means of
attaining those objectives and monitoring performance are determined”
OECD Principles of Corporate Governance
APM – Sponsoring change
►Principles in the guidance are reflected in practice
►Every Sponsor has received a copy of “Sponsoring change”

25. 9 September 2014 / 25
Thank you for listening.
Any questions?

26. 9 September 2014 / 26
Workshop discussion
A. In your experience – is ”Clienting” (as defined in the
presentations) a strong management concept?
B. Putting process aside, what would make the difference to
improve strategic / tactical management of change projects?