Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Director for WSP, UK" & "Danny Vaughan - Head of Metrolink for TfGM, UK" at Project Controls Expo 2017, Arsenal Stadium, London

Copyright @ 2011. All rights reserved
Governance
…… an enabler?

About the Speakers
Ian Beaumont
Metrolink Programme Director,
WSP (TfGM’s Delivery Partner)
Danny Vaughan
Metrolink Director,
Transport for Greater Manchester (TfGM)

About the Topic
The governance conundrum – is governance
an enabler, or a hindrance to progress?
How complex governance is handled on the £1.85bn Metrolink
expansion programme and other similarly complex projects

Metrolink Background
 Opened 1992
 First ‘Second Generation’ tramway in the UK
 Conversion of heavy rail link between Bury and Altrincham
 Street running link through the city centre
 Extended to Eccles in 2000
 2008 – nearly 20 million
passenger journeys per annum
.

Governance Process
National Government – approvals (e.g. TWOA, legislation, devolution)
Supply Chain Governance
Greater Manchester Combined
Authority
Sets priorities for the region and establishes
Greater Manchester Transport Fund
Transport for Greater Manchester
Committee
Sets the transport strategy for Greater Manchester and
monitors the Transport Capital Programme on behalf of GMCA
Transport for Greater ManchesterExecutive body that delivers the transport strategy
Operations / Investment BoardCorporate Governance
Programme BoardProgramme Level Governance

Metrolink Expansion
 2008 to date – circa £1.85b programme
 60km new Metrolink lines – tripled the size of the network
 Continuing to expand – Trafford Park Line
 Transformation of the network
 New Trams
 Stop Upgrades
 Tram Management System
 Customer Service
 Step change in customer experience
 Patronage – now in excess of £36m journeys pa

What has Governance Added?
 Provides Framework and sets
the rules
 Visibility and transparency
 Clarity
 Drives good practice
 Clear decision making and
delegated authority
 Confidence = the ability to
secure future funding

Good Governance drives confidence
 2003 / 2004 Metrolink expansion funding pulled – low confidence in
costs and robustness of governance
 Drove a strong focus on internal governance and formal governance
 Formalisation of process and reporting to Governing Committees
 Further strengthened by formation of Greater Manchester Combined
Authority (GMCA)
 Transport for Greater Manchester Committee
 2007/08 initial £600m funding, culminating in £2 billion by 2017
 Robust Governance & strong delivery track record = ability to
continually secure further funding

Governance – the Challenge
 Robust Governance versus efficiency and flexibility to effectively react
in a live environment
 Control versus empowerment
 Clarity on the process - keeping it simple

Typical Features that lead to Complexity
Mega
Project
Contracting
structure
Interfaces /
dependencies
Volume of
people / supply
chain
involvement
Scale of
governance
required
Objectives
clarity
Stakeholder
environment
Communication
requirements

Project goals not
clearly established
Insufficient design
work before
construction
Not sticking to the plan
Poor change control
procedures
Incorrect form of
contract
Relationship failure
Collaborative working
and early socialising of
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
The right mix of people
Effective use of BIM
technology
DrivesFailure
DrivesSuccess

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Strong
Governance
should define
clear
objectives and
key
stakeholder
buy in

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Strong
governance
drives robust
programme
management
processes
Strong
governance
drives robust
programme
management
processes.

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Integrated
Programme
with key
governance
milestones and
stage gate
reviews
identified.
Clear
understanding
of critical path
long lead in
items and
interfaces.
Strong
governance
drives robust
programme
management
processes.

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Overly
cumbersome
governance
process can
restrict ability
for delivery
teams to be
dynamic in
dealing
effectively with
change and
risk
Overly
cumbersome
governance
process can
restrict ability
for delivery
teams to be
dynamic in
dealing
effectively with
change and
risk

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Good
governance
should drive
the control by
providing a
framework for
managing
change
including
delegated
authority
levels

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Whole project
approach
required.
Form of
contract needs
to encourage
collaboration
not
confrontation
Ability to be
flexible
Incentivisation
can drive the
correct
behaviours

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Lack of trust,
failure to
understand
each parties
culture and
governance
requirements
and to align
processes to
achieve them
will drive
relationship
failures

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Good
governance
brings people
together at the
onset. This is
the time for
team building.

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Collaboration
brings shared
visions and
values that are
focused, thus
helping to
achieve the
end game

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Shared
processes and
shared
approach to
problem
solving.
Removal of
issues and
blockers

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Effective
governance
drives robust
risk
management,
including clear
delegated
authority and
management
of contingency
= effective cost
management
and forecasting

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
Breaks down
planning into
bite sized
chunks but
maintains
focus on how
each activity
fits in
achieving the
end game.
Drives
collaboration,
visibility,
operations and
high
performance

Project goals not
clearly established
Insufficient design
work before
construction
Poor change control
procedures
Incorrect form of
contract
the project team
Aligned Vision and
Values
Effective risk
management
Lean approach to
planning
technology
DrivesFailure
DrivesSuccess
An essential
aspect of
project
success.
Not always
correct at the
beginning.
Don’t be afraid
to change if
the mix is
wrong.

Good governance brings people together
at the outset
Effective
communication
Shared processes
to manage
interfaces
Team working
across
organisational
barriers
Shared issues and
blockers –
collaborative
problem solvingBuilding mutual
understanding of
each others issues
and priorities
Focus on
Delivering the
Vision – not
component parts
Drive collaborative
behaviours
Shared planning
for governance
requirements
Collaboration
is key for mega
projects

Governance through Change Control
 Change is inevitable – but how you deal with it determines project
success or failure
 Robust Governance establishes Change Control framework
 Provides clarity on delegated authority
 Process needs to be efficient – to enable a dynamic response, but
provide sufficient control

Governance through Stakeholder
Management
 Essential for effective Project Delivery
 Helps to drive the Governance Process
 Effective stakeholder management needs to be:
 Pro-active
 Embedded in Project Delivery
 May have a dedicated team, but is a collective responsibility
 Supports the governance process – propagates openness and transparency
 Supports decision making

Robust Programme Management –
Reporting
 Comprehensive reporting:
 Monthly Progress Reports
 Dashboard style reports
 “S” Curves
 Key Date Summary
 Key Milestone Indicators
 Health & Safety (Behavioural Safety approach required)
 Reporting process – informative and timely
 Avoiding the pitfalls of ‘reporting for reporting sake’ and excessive
regimes that drive inefficiency

Lessons Learned
Communication and collaboration is key to good governance
Governance can be an enabler, delivering robust delivery, confidence,
visibility and supporting future investment
But ….there is a risk of overburdonsome reporting and procedures; it’s a
balance
The challenge is to make the process efficient, user friendly and
transparent

Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Director for WSP, UK" & "Danny Vaughan - Head of Metrolink for TfGM, UK" at Project Controls Expo 2017, Arsenal Stadium, London

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Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Director for WSP, UK" & "Danny Vaughan - Head of Metrolink for TfGM, UK" at Project Controls Expo 2017, Arsenal Stadium, London