Programledelse, Organisatorisk transformation og Gevinstrealisering. Praktiske erfaringer fra Signalprogrammet

Transkript

1 Programledelse, Organisatorisk transformation og Gevinstrealisering Praktiske erfaringer fra Signalprogrammet

2 Jacob Primault, Manager, Rambøll Management Consulting Master in economics PRINCE2, MSP, MoP

3 Programledelse, organisatorisk transformation og gevinstrealisering Banedanmarks Signalprogram 01 Intro Om Banedanmark og Signalprogrammet Første akt Fra teknologisk 1:1 til begyndende gevinstfokus 03 Andet akt Gevinstkortlægning og planlagt forandring 04 Afrunding Fælles dialog

4 Banedanmark Ejer og forvalter det danske jernbanenet En statsejet virksomhed under Transportministeriet Ca medarbejdere, hvoraf størstedelen arbejder i marken En ud af flere aktører i jernbanesektoren

5 Udskiftning af det danske signalsystem Gammelt signal udstyr Faldende regularitet pga. signalanlæg Svært at interface mellem forskellige teknologier Unikt dansk signal og operationelle regler Monopol marked situation høje adgangsbarrierer Høje vedligeholds omkostninger Mangel på menneskelige ressourcer som forstår de gamle systemer 5

6 Tidsplan Phases Fjernbane and S-bane Fjernbane 2021 Procurement (2.5 years) Design (3 years) Test (3 years) Roll-out (4 years) S-bane 2018 Procurement (2 years) Design (2 years) Test (1.5 years) Roll-out (4 years)

7 Første akt Fra teknologisk 1:1 til gryende gevinstfokus

8 Perspektiv på programledelse Grundforståelse af transformation BENEFIT REALISATION BUSINESS CHANGES PROJECT DELIVERABLES BENEFIT PROFILES BLUEPRINT VISION DRIVER

9 Vision Statement Ensuring a total replacement of all signalling infrastructure delivering the necessary foundation for the future railway generation 9

10 Governance Overview

11 Gevinster og Gevinstrealisering Definitioner A Benefit is an outcome of change which is perceived as positive by a stakeholder Benefit Realisation Management is the process of organising and managing, so that potential benefits, arising from investment in change, are actually achieved Finance Quality Lower costs Large-scale Capital benefits Increased quality Security Compliance Effeciency More for the same The same for less

12 Analyse af aktstykker og beslutningsrapporter 12

13 Blueprint Traffic Management Organisation and purpose match partially, the purpose is legacy driven Open loop processes, shared or overlapping responsibilities Organisation and purpose match fully, the purpose is customer driven Processes drive the technology Limitations of technology drive the process Closed loop processes, Defined and unique responsibilities Pride is derived from making customers satisfied Information on process performance is transparent and traceable to responsibility Pride is derived from making the system work Information on process performance is partially helpful, sometimes hindered by shared responsibilities 13

14 Stakeholder maps 14

15 Andet akt Gevinstkortlægning og planlagt forandring

16 Identify benefits, business changes and enablers Direction for identifying benefits and changes Direction for managing and delivering the change initiatives Vision Enabler Business change Intermediate benefit End Benefit Objectives Objectives: (End)benefits: Business Change: Enabler: A statement or a purpose, which is specific and carries clear intent An outcome of change which is perceived as positive by a stakeholder A change which occurs within the business or operational environment, often a new way of working or a new business state, which may utilize a new enabler Something that can be developed/build/acquired, normally outside the environment in which it will be embedded and where benefits will be realised

17 Gevinstdrevet forandringsledelse Benefit Dependency Maps Project Dossier Business Change Specification Business Change Working Package

18 The process Complex and comprehensive material! How to go about getting them really involved? The key was in getting: the right people, (just the usual suspects?) in the right combinations, (organisational and social considerations) discussing a topic relevant to THEM! (a need for themes) and for long enough (three workshops)

19 The workshops Half a day Short (!) method introduction (MSP, POTIC, etc). and that s was the only death by power point involved in the workshops Large poster, post its, markers (the markers in their hands when ever possible) Group work The Cooking Channel?