Stakeholder Engagement and Organizational Change Management in Centralizing Service Management for the New York City Subway

Transcription

1 Stakeholder Engagement and Organizational Change Management in Centralizing Service Management for the New York City Subway John G. Gaul and Mikael Sheikh

2 About Us now then John G. Gaul Vice President 21 st Century Service Delivery Vice President Service Delivery Department of Subways Mikael Sheikh Director 21 st Century Service Delivery Deputy s Engineering Officer s Engineering Capital Program Management 2

3 About the Subway 5.6 million weekday trips 24 lines 468 stations 722 track miles 15,000 signals 160 interlockings 3

4 Centralization Program

5 Centralization Program

6 Two Subway Divisions A Division B Division 6

7 Two Divisions: Signal Modernization A Division B Division Modernized: Control Modernized: Monitor only Non-modernized 7

8 A Division Automatic Train Supervision (ATS-A) Centralized train tracking, monitoring, and interlocking control Provides train arrival information to customers in stations Beneficial Use achieved in March 2008 Key lessons learned Double-leap to centralized control was a huge change Viewed as a signal project Minimal end user engagement in planning and design No formal Concept of Operation Little proactive focus on change management Designed largely to replicate existing business processes 8

9 Integrated Service Information and Management: B Division (ISIM-B) Not control a centralized service management tool Non-modernized signaling Lesson learned: smaller steps Broader scope than ATS-A Interfaces with other systems to provide real-time information to service management decision-makers Better operational decisions Quicker response to safety incidents Useful to a wider audience than service management Data analysis capabilities Open data warehouse 9

10 ISIM-B: A s Engineering Approach Agree Purpose and Priorities Concept of Operations Alternatives Analysis Design Procure Implement and Test Operate / Maintain Stakeholder Needs Architecture User and Requirements Design Requirements ORGANIZATIONAL CHANGE MANAGEMENT PROGRAM STAKEHOLDER ENGAGEMENT 10

11 Project Purpose and Priorities Started with unclear objectives Workshop with executive management Identified and prioritized objectives Three outcomes Direction for the project Top management buy-in Departmental support and cooperation 11

12 Stakeholder Management Identify Analyze Plan 12

13 Stakeholder Management Identify Analyze Plan Walked through organization chart Identified external stakeholders Broad scope of ISIM-B + large agency = 187 potential stakeholders 13

14 Influence Stakeholder Management Identify Analyze Plan High Keep satisfied Key players Low Minimal interaction Keep informed Low Interest High 14

15 Influence Stakeholder Management Identify Analyze Plan 125 relevant stakeholders High 53 key players 3 2 Keep satisfied Key players high influence 13 high interest Low Low 5 Minimal 4 effort Keep 3 informed Interest High 15

16 Influence Stakeholder Management Identify Analyze Plan High 3 2 Keep satisfied Key players Users Technical Financial Project mgmt. Inform 1 Minimal 4 effort 9 Keep 3 informed 1 Low 17 Low Interest 6 High 16

17 Governance Framework Executive Concurrence Steering Approval Assurance Users / Experts Review Input and review 17

18 Stakeholder Engagement Engagement techniques Interviews and observation Workshops Briefings Memos / white papers 18

19 Part 1 Master Tower Tower Operator or Train Dispatcher RTO RTO Radio Train Conductor (or Train Operator) RTO On-board Train Model Board On the platform, seeks service status Signaling On-board the train, seeks service status Customer Train Operator Train approaching Terminal Operates train to Terminal platform Customer Information Sources Impacts to service relevant Rail Control Center Document to the station Track circuit Service indication Change Impacts to affected routes Notices Alternate routes Note CIS is used infrequently due to system stability issues Impacts to service relevant Dedicated Announcer Line-up Dedicated signalannouncer Supervisor Console Train Dispatcher to RTO the station RTO RTO CIS Alternate routes Impacts to service relevant to the station In Station Alternate routes (Phase I only) PA Next Train Indicator Automatic Announcement (AAS) Train PA Station Station Agent Arriving train notification Request for service status (F.A.S. only) Cust. Assist. Reponds to Impacts to Next-train affected Indicator routes (at terminals only) (at terminals only) Intercom / Help Maintenance customer / query Alternate routes Point Cleaning Staff Journey planning assistance Station Operations In-train PA Audio announcement In-train AAS (at terminals only) (at terminals only) Annunciator All-stop indication Route, next station, and transfer Platform information edge (R142+); of next Manual train (live(terminals) or prerecorded) audio anncs Route of next train (some Next gap station(s) stations) Prerecorded visual messages Onboard Current Intercom stop, next stop, route, Reports destination, transfers to Terminal at station (R143 and later) Impacts to service relevant to the train Alternate routes Impacts to transfers at stations Train Train Conductor 6-Wire Line Speaker Telephone Opens doors Closes doors Inspects and secures train Goes off duty In-station PA or PA/CIS E (Phase I only) Manual audio announcements CIS not used regularly F B Division Customer I I Customer Direct conversation PA announcement CIS message Visual confirmation of Consist Arrival details End of service announcement Platform edge of next train (terminals) Prerecorded service information Direct conversation Sets revised Line-by-line service status route and AAS Upcoming configuration service changes Crew information TripPlanner+ reflecting G.O.s and diversion alerts transfers Elevator / escalator status (R143 and later) / Text alerts PA announcement Service information Emergency response C Departs train Visual departure Train Master Tower or RCC Tower or Master Tower Train Conductor Div. of RTO Note Train Operator when OPTO Station Agent Station Operations Help Point / CAI «Document» Handwritten Planned service work info information Whiteboard Visual dynamic service info Route of next train (some gap stations) Note Planned operation: «Document» TIC will Visual static service infobegin to assume Service responsibility Change for responding Notices to Information calls via Help Point. Visual dynamic service info Tower Operator or Train Visual dynamic service info Dispatcher SAID displays (Station Entrance) «Software» 3rd Party Developer Apps & Google Maps Makes PA announcement «Software» Crew instructions Social Media TBD (Twitter, Facebook) Tower Operator Sets the Next Train Indicator Urban Panel Advertising Displays (Station Entrance) «Software» MTA Website & /Text Alerts On-the-Go Travel Station NYCT 511 Call Center Div. of RTO RCC Dispatching / routing decision Stations Command Ctr Dept. of Corporate Communications Service Change Notice Document Service Change Sets route Dedicated to DocumentNotice Command Center Staff Comm Desk Staff RCC Staff Train arrival time, Stations notes Train Interval Sheet District Office Staff E&E Control Desk Staff Terminal Station Operations Announcer platform RTO Customer Services Station Operations (if MOW applicable) Elevator & Escalator Marketing and Generates Approved by RCC General Sup t Service customer info Planned work information (or Sup t-in-charge) Information Amessage (except ATIS info) Planned for future C Terminal Train Dispatcher B Schedule information Logs train arrival Develops customer Document information Train Register Sheet messaging Global Messaging Train arrival time Consist numbers lateness, notes OSAC Elevator and Escalator Repair and Maintenance Relays planned Planned work information work information Crew assignment Request for Crew service assignment status and/or journey planning assistance Impacts to affected routes; Alternate routes; Journey planning assistance Planned work information Dispatch Train or Route Train Crew assignment Automated Transit Information Logs Crew arrival TripPlanner+ Crew assignment Note Planned operation: TIC will begin to assume responsibility for responding to Information calls via Help Point. 2 Broadway K TIC Staff Customer Services Marketing & Service Information Responds to customer query G.O. plans GTFS (base plan + supplements) Operations Planning G.O. plans Customer Services RTIFs (base plan + supplements) Part 1 Crew Management transfers across platform Train secured at Terminal Platform exits station transfers to another line Note: Does not show static information sources (e.g. Subway maps) Train Intercom At Home / Work / Mobile «Software» Traditional Media (TV / Radio / Print) Press Office Corporate Communications Service Change Notice TRANSCOM Part 1

20 Stakeholder Engagement Engagement techniques Interviews and observation Workshops Briefings Memos / white papers Documents Review Approval Executive Concurrence Assurance Users / Experts 20

21 Stakeholder Engagement: Results Strongly positive reception in Operations Far more engaged than in previous similar efforts High level of confidence in project outputs Quick approval of deliverables ConOps Alternatives Analysis report 21

22 Organizational Change Management (OCM) What do we mean by the term? Incorporates both: Stakeholder management and communications awareness and reassurance Operational readiness people processes tools 22

23 OCM Program Development Information gathering Documented lessons learned OCM orientation /workshop Interviews (1-on-1) Program development Problem statements Business change requirements OCM actions 23

24 ISIM-B OCM Program Stakeholder Management Communications (internal / external) NYCT Contractor Operational process analysis Roles and responsibilities analysis Knowledge transfer Implement Training Performance management Implement 24

25 Operational Process and Role Analysis Challenges Existing processes poorly documented (general guidelines) Inconsistent application of processes in practice Processes tied to decentralized operation New system is different from any current operation Not essential to moving trains Objectives Uniformity; efficiency Realistic workload and correctly sized workforce 25

26 Operational Process and Role Analysis Approach Document current operating processes and job roles (NYCT) Initial critical task analysis (NYCT) Prototyping (Contractor-led) Refined critical task analysis (Contractor) Develop revised processes and job roles (Contractor-led) 26

27 Knowledge Transfer Challenges Attrition Inconsistent and often suboptimal response to disruption Solution Implement context-appropriate guidance in ISIM-B procedural checklists suggested options ISIM-B provides predictions on impact to service 27

28 Knowledge Transfer Approach Document current operating processes (NYCT) Document existing situational operations knowledge (NYCT) Assess/analyze to identify preferred responses (NYCT) Implement guidance in ISIM-B (Contractor) Analyze ISIM-B data to optimize and revise guidance (NYCT) 28

29 Conclusions Successful? For ISIM-B, too early to tell, but stronger level of understanding more informed project decisions both Stakeholder Engagement and Organizational Change Management planning very well received OCM concepts being adopted in other areas These practices are being applied for other systems projects 29

30 John G. Gaul Mikael Sheikh