1

Breda Ryan

EVA18 12Jun13

Heathrow Programme Controls Business Change

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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

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Panic Reboot

VISION

Products Outcomes

Future State

Current State

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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’

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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?

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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

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Love Me Tender

sche

dule

cost ris

k

scop

e

chan

ge