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PRESTOComplex Program ManagementOctober 27, 2008
GTEC 2008
• GTA is the 4th most congested urban area in N. America, with an annual increase of 100,000 people and 50,000 cars – one of the fastest growing regions in N. America
• GTA residents made approximately 10 million car trips per day in 2004
• Ottawa will experience an increase of more than 100% in number of privately owned vehicles on the roads by 2021
• Long commute time takes a toll on lifestyle, health and the environment
The General Context
2
In Canada, the economic cost of congestion is around $2.2 billion per year. Each year, congestion increases greenhouse gas by 1.2 to 1.4 million tonnes.
The Business Challenge
3
GO Transit
Hamilton
Ottawa
Oakville
York
TTC
Independent business entities are facing the same challenges
•To increase operational efficiency
•To increase revenue
•To meet increasing demand for more cross regional integration and a “seamless customer experience”
Burlington
Durham
MississaugaBrampton
PRESTO System – Vision
4
Significantly improve customer service & operational efficiency
Supports ridership growth
PRESTO is a key component in Ontario Government’s environmental and
public transit strategy.
Extension to other transit related
services
Consistent and interoperable transit across Ontario
Invaluable strategic management
information (planning and investment)
Easier payment means; Automatic best fare price
Faster movement between vehicles and transit systems
Benefits for Customers Benefits for Transit Agencies
Easier fare collection and settlement while
reducing error
New services for transit riders
PRESTO System – Solution
5
• Sell fare media• Upload transit
schedules and fare rules
• Order farecards, consumables
• View and retrieve documentation
• Sell fare media• Upload transit
schedules and fare rules
• Order farecards, consumables
• View and retrieve documentation
• Technical Support
• Farecard customer support
• System monitoring and maintenance
• Technical Support
• Farecard customer support
• System monitoring and maintenance
Transit Agency
PRESTO Back Office Personnel
RidePurc
hase
PRESTO Central System• Farecard Management• Fare and Topology
Management• Financial Clearing and
Settlement• System Supervision• Receive reporting
PRESTO Central System• Farecard Management• Fare and Topology
Management• Financial Clearing and
Settlement• System Supervision• Receive reporting
GenerateReports
Connect with
Exchange Data
MailMail
InternetInternet
TelephoneTelephone
In Person Point of SaleIn Person Point of Sale
BankBank
PRESTO System – Solution
6
GO Transit
York
Hamilton
Ottawa
Mississauga
Brampton
Oakville
Durham
Burlington
Other Regions
Private sector transit
services
PRESTO eTicketing Shared Services Unique Transit OperatorServices
• Day to day transit operations
• Customer relationship management
• Budget, financial planning and auditing
• Day to day transit operations
• Customer relationship management
• Budget, financial planning and auditing
• Shared fare collection• Shared fare and
topology management• Shared clearing and
settlement• Share Point of Sale
services
• Shared fare collection• Shared fare and
topology management• Shared clearing and
settlement• Share Point of Sale
services
PRESTO – Program Plan
7
Fall ‘06
Summer ‘10
Fall ’10
Winter’11Aug ‘07
Sign Vendor Contract
Fall ’09Fall ‘08
Deploy & Phased Roll Out
Regional Expansion
Fall ‘07 Fall ‘11
Design
Aug ‘08
Fall ‘05Fall ‘04
Dec ‘04
Procurement
RFP Issued
RFP Submission
Jan ‘05
RFQ Issued
Build & Test
PRESTO – A Challenging Environment
8
PRESTO Program
PRESTO Program
PRESTO Program
ManagementAccenture
PRESTO Program
PRESTO Program
GO Transit
York
Hamilton
Missis-sauga
Brampton
Oakville
Burlington
Durham
TTC
• MTO led program with delivery turned over to GO Transit (one of the 9 transit agencies)
• Transit agencies seeking to control all aspects of the program
• Contract management mentality, where process trumped outcomes
• Little senior business executive involvement
• Highly visible
• MTO led program with delivery turned over to GO Transit (one of the 9 transit agencies)
• Transit agencies seeking to control all aspects of the program
• Contract management mentality, where process trumped outcomes
• Little senior business executive involvement
• Highly visible
PRESTO – Our Challenges
9
Lack of understanding of what can be done, and whenLack of understanding of what can be done, and when
• No business ownership
• Underestimation of skills and resourcing
• Basic project processes not implemented and executed on day 1 – (e.g., issues identification and escalation)
• Governance was driven by full consensus approach – there was no executive oversight and governance was delegated to working level
• No change management program in place
• No business ownership
• Underestimation of skills and resourcing
• Basic project processes not implemented and executed on day 1 – (e.g., issues identification and escalation)
• Governance was driven by full consensus approach – there was no executive oversight and governance was delegated to working level
• No change management program in place
PRESTO Program
ManagementAccenture
PRESTO
Program
PRESTO
Program
GO Transit
York
Hamilton
Mississauga
Brampton
Oakville
Burlington
Durham
TTC
The Result
• By December 2007, PRESTO was 9 months behind schedule
• Emotional level on all teams was high
• High level of mistrust and disbelief
• Viability of the program was in question
The Result
• By December 2007, PRESTO was 9 months behind schedule
• Emotional level on all teams was high
• High level of mistrust and disbelief
• Viability of the program was in question
PRESTO – Journey to Resolution
10
Executives at MTO, GO Transit, and Accenture assessed the situation and established a “game change”
Executives at MTO, GO Transit, and Accenture assessed the situation and established a “game change”
• Reassessed and enforced clear governance
• Introduced new leadership
• Refreshed program skills
• Resolved existing major issues (schedule, approach)
• Created integrated team structure
• Undertook major outreach and communications to stakeholders
• Reassessed and enforced clear governance
• Introduced new leadership
• Refreshed program skills
• Resolved existing major issues (schedule, approach)
• Created integrated team structure
• Undertook major outreach and communications to stakeholders
Unwavering focus on outcomesUnwavering focus on outcomes
PRESTO Program
ManagementAccenture
PRESTO
Program
PRESTO
Program
GO Transit
York
Hamilton
Mississauga
Brampton
Oakville
Burlington
Durham
TTC
PRESTO – Our Resolution
11
PRESTO Program
ManagementAccenture
PRESTO Program
PRESTO Program
Steering Committee
(Directive)Accenture
PRESTO Project Director (Decision Making)
City Council / Commissions
Board of GO Transit
Contract Management
GO Transit (Contract
Management Agent)
Pre April 1st…Pre April 1st…
Executive Committee
PRESTO – Our Resolution
12
PRESTO Program
ManagementAccenture
PRESTO Program
PRESTO Program
Steering Committee
(Advisory)Accenture
PRESTO ExecutiveDirector
(Decision Making)
Executive Committee
(Decision Making)
MetrolinxMinister
DMCity Council / Commissions
Board of GO Transit
ADMs / GO CEO
(Management Oversight)
Subcontractors- Hardware- Infrastructure- Farecards
Project Team (Business / Technical
requirements / Contract management / Deployment)
GO Transit (Contract
Management Agent)
Sub-Committees - Business Operating- Deployment- Marketing & Comm.- Financial
Program model creates a clear expectation of responsibility and path of accountability
Program model creates a clear expectation of responsibility and path of accountability
MTO
PRESTO – Our Lessons Learned
13
• Pay attention to the basics• Establish clear responsibility and accountability• Manage stakeholder expectations • Practice transparency and communicate the right
message at the right level• Secure and develop right skill set• Set issue and risk management early• Practice and monitor end to end change management
• Empower the right people to make decisions and make them in a timely fashion
• Recognize difference between project and program management – and act accordingly
• Remember that pure contract management does not work
• Act with urgency when program fundamentals are not in place
Leadership is crucialLeadership is crucial
14
PRESTO - Question and Answer