1. Modelling complexity
Dr Daniel Ruiz
Transport Systems Catapult
6 June 2013
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short questionnaire at https://www.surveymonkey.com/s/JTRBGCC
3. Agenda
14.00: Introduction Daniel Ruiz
14.05: Where are we now? Daniel Ruiz
14.15: Pipeline, Projects, Portfolio Paul Blakeman
14.30: Q&A session Daniel & Paul
14.55: Next Steps Daniel Ruiz
15.00: Webinar Closes/exit survey
8. Where are we now?
Permanent Recruitment
8
Executive Team and Relationship Management
9. Where are we now?
Location
Temporary Offices – Euston Tower
9
Permanent Base announced – Milton Keynes
10. Where are we now?
Five Year Delivery Plan
10
Industry Engagement
TSB Executive Team sign-off 19 September
TSB Governing Board sign-off 18 October
11. Where are we now?
Building Networks
11
• Understanding the Transport Ecosystem
• Building Informal Networks
12. Where are we now?
Building Networks
12
• Understanding the Transport Ecosystem
• Building Informal Networks
• Projects underway
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14. Pipeline, Projects, Portfolio
Core Services - NTSM Facility
• Consultation
− Modelling World
• Early stage based around three challenges
• Workshop with industry specialists and challenge owners
− September
17. Pipeline, Projects, Portfolio
Project Selection
• Robust, but light touch process
• Independent selection board
• Criteria
Criterion Question
1 VISION Does this project align to our vision?
2 FOCUS AREAS
Does this project align with one or more of the TSC’s four main
focus areas?
3 STRATEGIC OBJECTIVES
Does this project meet one or more of TSC’s strategic
objectives?
4 DELIVERING CHANGE Will this project influence or change industry in a positive way?
5 REPUTATION Will this project improve the perception of TSC’s reputation?
6 CAPABILITY Will this project increase or enhance the TSC’s capabilities?
18. Pipeline, Projects, Portfolio
Project Selection
INTERNET BASED
IDEA SHARING
TOOL / HUB
INFORMAL DISCUSSIONS /
WORKSHOPS /
INDUSTRY TRADESHOW
INDUSTRY
ENGAGEMENT
PROJECT IDEA
DETERMINED /
CATAPULT
SPONSOR AGREED
INITIAL
ASSESSMENT
DEVELOP IDEA
TO STANDARD
FORMAT
Proceed
PROJECT
SELECTION
MATRIX
PROJECT
BRIEF
SUBMIT TO
SELECTION BOARD
FEEDBACK
Reject
PROJECTS
SHORTLIST
Reject
PUBLISH
COST BENEFIT
ANALYSIS
BUSINESS CASE
PROJECT
SELECTION
MATRIX UPDATED
FURTHER
DEVELOP IDEA
TSCatapult Team
SUBMIT TO
SELECTION BOARD
Proceed
Resubmit
TSC PROGRAMME
PLAN UPDATED
PROJECT
INITIATION
PROJECT
DELIVERY
Outline Project Selection Process v0.4
Transport Systems Catapult Ltd.
PROCESS PRODUCT GOVERNANCE
COMMUICATIONS&ENGAGEMENT
PROGRESS
EXTERNAL
FUNDING
AVAILABLE?
EXTERAL BIDDING
PROCESS
NO
YES
APPROVALAPPROVAL
APPROVAL
DECISION
TSCatapult
Strategic Aims & Objectives /
Budget
ANALYSIS&APPROVAL
Proceed
Key
Resubmit
Proceed
SELECTION
PROCESS
EVALUATION
Oversight
19. Pipeline, Projects, Portfolio
Project Selection
0 1 2 3 4
Does the project align to our vision of "making the world
more mobile"?
No alignment
Limited alignment, any
potential benefit would
be difficult to justify or
qualify
Some alignment, but
benefits are would be
long term before being
realised (5 - 10 years)
Aligns clearly with our
vision with benefits
being realised in
medium term (2 - 5
Years)
Aligns clearly with our
vision with benefits
being realised in short
term (0 - 24 months)
4 If score is 0 or 1 the project must be rejected
Briefly describe how you feel this project will achieve this?
How closely does the project align with one or more of the
TSCatapults four main focus areas:
- real-time information
- modal integration
- business models
- system performance?
Does not relate to any of
the four focus areas
Has some relation to
one of the focus areas
Has some relation to
more than one of the
focus areas
Fits clearly under one
focus area with some
relation to one or more
of the other the focus
areas
Defined as a key project
in the development of
one or more of the focus
areas
4 If score is 0 or 1 the project must be rejected
Briefly describe how you feel this project will achieve this?
STRATEGIC OBJECTIVES
How many of the strategic objectives of the TSCatapult does
this project meet?
1 -To select and deliver a balanced portfolio of projects
2 - To create a new market - Trasport Systems
3 - To build a globally recognised, pyhisical centre of
excellence
4 - To enable all market players to work together
collaboratively
5 - To build a strong and trusted brand for TSC
6 - To build a sustainable business
7 - To enable the export of expertise and skills globally
0 1 - 2 objectives 3 - 5 objectives 5 - 7 objectives
8 - 10 Objectives met or
very high stakeholder
interest
4 If score is 0 the project must be rejected
DELIVERING INDUSTRY
CHANGE
Will delivery of this project influence or change industry in a
positive way? No / Lacks support /
Unlikely even with
significant engagement
Potentially but will
require significant
engagement
Definitely but will
require engagement
Successful delivery will
result in industry
adoption
4
As a result of this project a number of areas of industry will have worked together
to create solutions that they could not on their own. Successful delivery may
result in adoption of parts of the solutions - potentially not all.
REPUTATION
To what extent will the undertaking of this project enhance
the perception of TSCatapult as a centre of excellence?
(remove this piece - > bringing about economic growth)
May have negative
implications
Minor
acknowledgement of
knowledge & support
Equal partner in
delivering the initiative
Lead partner in
delivering the initiative
Acknowledged as
leading the successful
initiative
3 Successful delivery will have significant profile nationally and potentially
internationally
CAPABILITY
To what extent will the undertaking of this project improve
the capabilities of TSCatapult as a centre of excellence
injecting innovation and real world solutions?
Won’t enhance Catapult
capability at all
May enhance Catapult
capability slightly
Will enhance Catapult
capability slightly
Will enhance Catapult
capability to a
reasonable degree
Will enhance Catapult
capability significantly 4
This is a complex project that will hone the skills of the TSC, increase its
knowledge as solutions are developed and increase its network rapidly.
Particular areas will be collaboration, project management, knowledge of the
technical aspects of the Intelligent Mobility in its widest sense
COLLABORATION &
INTEGRATION
To what extent will successful delivery of this project lead to
greater industry collaboration and/or integration?
None
Unlikely / not directly
as a result of the project
This project will be an
enabler to commence
industry collaboration/
integration but may not
directly result in
This project will provide
a benefit that will
improve areas of
industry collaboration /
integration.
A clearly defined
outcome of this project
will result in new levels
of collaboration /
integration in industry
4 The success of the project relies on effective collaboration across the ground
transportaion sector - road, rail, bus, bicycle, autmobiles and pdedestrian
BENEFITS REALISATION
When will key/major/significant benefits of the project be
achieved?
Benefits won’t be
realised for more than
30 years
Benefits will be realised
within 30 years of
project completion
Benefits will be realised
within 10 years of
project completion
Benefits will be realised
within 5 years of project
completion
Benefits will be realised
within 2 years of project
completion
3 Benefits will start accrue early.
DELIVERY
To what extent does this project have to be a TSCatapult
project?
Work better suited to
be undertaken
elsewhere
Is likely to be delivered
by some other party in
the next 3-4 years
Is likely to be delivered
by some other party in
the next 5-10 years
Is unlikely to be
delivered by some other
party in the next 3-4
years
Is very unlikely to be
delivered unless
initiated by the Catapult
3 The involvment of the TSC will bring forward the delivery by both providing
resources and boltering the project's profile
FUNDING
Is there an opportunity for external funding / grants / 3rd
party financial support?
None
Not a present but
potentially in the future
Yes but unlikely to be
secured / process for
obtaining is 6 -
12months)
Yes and likely to be
achieved in a short time
frame ( 0 -3 moths)
Yes and funding is
secured / highly likely to
be secured prior to
project start
2
Funding has been identified but some work is required to crystallise details and
obtain commitments
COMMERCIAL
OPPORTUNITY
How clear are the commercial opportunities that the delivery
of the project will present to industry in the UK? Will present no obvious
commercial
opportunities
Will present possible
commercial
opportunities but not
quantifiable at this
stage
Will present possible
commercial
opportunities which are
quantifiable and
positive
Will present likely
commercial
opportunities with a
positive ROI
Will present very
obvious commercial
opportunities with
quantifiable ROI
defined as X
3 The objectives of the project are in part commercial. It is not clear how the ROI for
the TSC will be realised at this stage.
REVENUE GENERATION
To what extent will the project generate revenue for the
Catapult, outside the utilisation of core funding?
Uses core funding
completely and presents
no further opportunities
for revenue generation
Costs are partially
covered by external
parties but no profit is
made
Costs are covered by
external parties but no
profit is made
Costs are covered and
presents opportunities
for revenue generation
from subsequent
projects and services
Will directly generate
revenue from external
parties
2 As above
INTELLECTUAL PROPERTY
How likely is the project to generate new IP for one or more of
the participating organisations? Will not generate new IP
Could perhaps generate
new IP to a 3rd party
Could generate IP for
partners
Is likely to generate new
IP
Intends to definitely
generate new IP 4 A significant part of the project is to generate IP
BUILDING ON EXISTING
FOUNDATIONS
To what extent will the project build on achievements of other
projects or compliment other projects being carried out by
the Catapult or its partners?
Could potential clash
with existing projects
Will provide no
additionally to existing
projects
Uncertain regarding
additionality
Will provide a small
amount of additionally
to exist projects
Will provide significant
additionally to exist
projects
3 Not possible to evaluate at present as the project portfolio is small. There are no
obvious clashes
UNIQUE / FOUNDATION
ACTIVITY
Does the project duplicate work that has already been done
or is underway?
Is likely to strongly
duplicate some other
work
A significant proportion
of the project is likely to
overlap with other work
A small proportion of
the project is likely to
overlap with other work
Is an entirely unique
piece of work however
future phases are not
qualifiable
Is an entirely unique
piece of work
throughout its life cycle
3
There is duplication of the autonomous vehicles project in China and North
America. It assumed that research in other areas is being duplicated. However,
involvment in the project will accelerate the start of the project and hopefully
keep UK plc at the forefront
CREATING NEW
OPPORTUNITIES
To what extent will the project make other opportunities
possible for the Catapult, its partners or for the industry
more generally?
Will not unlock any
opportunities
Will not unlock any
opportunities
Could potentially
unlock opportunities
Is likely to unlock
opportunities
Is a key enabler for the
development of
transport systems
3
RESOURCES
Does the TSCatapult have the resources to support the
project?
No available resources
Resources could be
obtained but require
time to confirm (next
budget cycle)
Resources could be
made available but will
require a couple of
months
Resources available in a
short time frame (with
a month)
Resources available and
able to be deployed
immeadiately
3
At the start of our involvment resources are available.Part of the initialphase will
be to determine the overall resources required to deliver the project
DELIIVERABILITY
Do the proposer and the TS Catapult have the capability and
skills to ensure the project is delivered?
- technical skills
- project management skills
- requisite influence
None / Incorrect skll set,
unclear where to source
skills
Can outsource to
catapult partners or
external parties
Can develop skills with
acceptable time frame
Skills are available
Has the skills readily
available and are
reasonably unique
3 It appears so at this early stage. THE TSC is acting as a catalyst initially.
OTHER ACTIVITIES
Does the project have a negative impact on other TSCatapult
projects or activities?
Project will conflict with
other Transport System
Catapult projects
Project will conflict with
other Catapult projects
No conflict with other
Catapult projects
Potential linkage with
other Catapult projects
Project will positively
benefit Catapults 4 No
OBJECTIVES
Are the objectives of the project clearly stated by the
customer and is there a programme with clear milestones?
Project has no structure
and value is
questionable to
customer organisation
Project has limited
structure
Project has limited
structure but Catapult
has high confidence of
shaping the outcome
Project is well
structured goals are
clear for Catapult
Project is well
structured and will
provide follow on
opportunities
2
Yes but at present they are high level. The contribution by the catapult is to assist
with more detailed planning
BUDGET
Does the TSCatapult have adequate confidence in the
proposed budget?
Project is so vague that
budget prediction is
speculative
Budget approximation
possible
Budget granularity
allows monthly
definition
Budget granularity
allows weekly definition
Project budget is well
defined and detailed 2 This probably an area of risk - again eaarly involvement will clarify this
STAKEHOLDERS
Have the stakeholders necessary to deliver the project been
consulted and are supportive?
Project will be a surprise
Project is new but with
stakeholders that have
developed credability
Stakeholders are
flexible but un-certainty
due to approach taken
Stakeholders used to
developing projects in
this way
Project is expected 4 Yes and they are very supportive it appears.
63 Out of 88
The Automotive Council LUTZ Programme Charles Oldham
Project Name Project Owner
See attached
Date of Project Selection Board Meeting In Attendance
16/07/2013 Paul Blakeman, Adam Down, Jon Beasley
RISK
Notes
STRATEGYPROJECTSFINANCIAL
Criterion Description
Scoring Guidance
SCORE /4
See attached
VISION
FOCUS AREAS
OTHER
COLLABORATION&
INTEGRATION
To whatextentwill successful delivery of this projectlead to
greater industry collaboration and/or integration?
None
Unlikely / notdirectly
as a resultof theproject
This projectwill bean
enabler to commence
industry collaboration/
integration butmay not
directly resultin
This projectwill provide
a benefitthatwill
improveareas of
industry collaboration /
integration.
Aclearly defined
outcomeof this project
will resultin newlevels
of collaboration /
integration in industry
DELIVERY
To whatextentdoes this projecthaveto bea TSCatapult
project?
Workbetter suited to
be undertaken
elsewhere
Is likely to bedelivered
by someother party in
thenext3-4 years
Is likely to bedelivered
by someother party in
thenext5-10 years
Is unlikely to be
delivered by someother
party in thenext3-4
years
Is very unlikely to be
delivered unless
initiated by theCatapult
20. Pipeline, Projects, Portfolio
Projects – Driving & Enabling Innovation
• LUTZ
• DfT innovation
• Shared-knowledge base:
Autonomous systems
• Citizen-centred design for
transport: feasibility study
