APTA Transit CEOs XChange€¦ · APTA Transit CEOs XChange February 11, 2013 David M. Springstead ... (EOC), housing Rail, Bus and Police control and communications staff

Renewing, Rebuilding, Reinvesting 1

APTA Transit CEOs XChange February 11, 2013

David M. Springstead Senior Director of Engineering and Development

Renewing, Rebuilding, Reinvesting

Topics

• What is Systems Engineering (SE)?

• Why It Matters?

• Example of SE in Action

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Systems Engineering

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What it is not … expertise in a single

technical discipline.

What it is … a structured approach

that increases the likelihood

of success.


Proceed

Caution

Stop


Systems Engineering (formal definitions)

Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem…

...Systems engineering integrates all the disciplines and specialty groups into a team effort forming a structured development process that proceeds from concept to production to operation. Systems engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs.”

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Systems Engineering (basic definition)

• interdisciplinary approach

• under a structured development process

• focused on defining customer needs

• focused on required functionality (early)

• focused on best performance at lowest cost of ownership

• business and technical needs fully understood

• documenting those requirements

• proceeding with design synthesis

• verifying and validating performance

• implementing, operating & sustaining

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3 Key Front-end Elements

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Challenge: • Right Delivery Method

• Organizational Readiness

• Deliverability & Capacity

• Challenge: • Right Solution

• Solves the Problem

• Business Process Understood

• Desired Outcomes – Optimizes

Challenge: Understanding what

end users require

• Operator

• Maintainer

• Customer

• Support units

• Integrator

• Supplier

Need Definition

Understand Required

Functionality

Strategic Project Design


WIIFM Operations

WIIFM Customer

Service

WIIFM Finance

WIIFM CEO

WIIFM Maintenance


AGENCY ASSETS

Vehicles Facilities &

Stations Maintenance

of Way Systems

Asset Categories

Non Asset

Bus Vehicles & On Board Systems

(AVL, APC)

Rail Vehicles & On Board Systems

(FIMS)

Bus Facilities & Equipment

Rail Facilities & Equipment

Buildings/Offices & Equipment

Parking Lots & Decks

Track/Trackway

Special Equipment

Track Structures Transit Planning

Environmental Sustainability

Performance Management

Customer Service Paratransit (Lifts, AVL)

Paving, Structures & Drainage

Roofing & Skylights

Underground Storage Tanks

Non-Revenue (Police, Maintenance)

Electrical Power & Equipment

Automatic Train Control

Lighting

Tunnel Ventilation

Fire Protection

Elevators & Escalators

Radio/ Communications

Revenue Collection

IT Hardware/Software

Fuel Systems

Safety & Regulatory

Finance

Design Criteria/Standards

Stations

Ferry Boats & Systems

FTA

MAP-21


Systems Engineering Approach

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Pro

cess

3 P’s


People Process Product

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Governance

Champions

Enablers

Production

Competency & Capacity

Stakeholders

Customers

The Right Approach

Business Processes

As-Is vs. To Be

Keep, Update or Toss

Value Added

Overall benefit

Good Reason For It

Product Impact:

Agency

Customer

Partners


Transit Relevance in Technology Markets

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• New Products are Largely Driven by Commercial Markets

• New Products are Not Often Designed for Transit Use

• Transits are Unique and Complex Systems

• Customer Expectations are Higher Than Ever

No Longer About Getting from Point A to Point B

• Time Management - Access to Information (Wireless)

• Less Funding Available - Get the Most for Your Investment

• Many Transit Business Processes are Outdated

• Very Traditional Procurement Methods & Standards

• Technical Specifications are Obsolete & Lack Integration

• Technology Purchases are Not Optimized

• Transits - New, Middle Aged, Legacy, Small, Medium & Large


To Remain Competitive…Transit Must Adapt to New & Emerging Technology

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Perfect Application for Systems Engineering

• Selecting the Right People to implement your projects

• Selecting a Proven Technology to Meet Your Needs

• Selecting the Best Delivery Method, Minimizing Risk & Cost

• Introducing Non-Traditional Methods - when needed

Ex: CSI vs. Systems Specification (Building vs. System)

• Verifying & Validating Performance

• Understanding Organizational Readiness

• Understanding Whole Life Cycle Management


Goal: increase the likelihood

of a successful outcome

“Catch it early!”

“Get it right the first time!”

“Try not to miss anything important!”

“Get what you asked for!”

“Get your monies worth!”


Pay Me Now or Pay Me Later!

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Project Changes

Cost High

Medium

Lowest

Early On Midways Late in the Game


Private & Public Sectors - Get It!

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Transit Needs to Get on Board !!!


You Are Not Alone! (There’s a Body of Knowledge Out There)

Industry Resources and Talent

• Look within your own Agency!

• APTA - Systems Engineering Sub-Committee

• INCOSE - International Council of Systems Engineers

• Peer Agencies (MARTA, NYCT, BART…)

• International Peers (UK – London Underground)

• Outside Transit (Aviation, Medical, Telecom…)

• Consultant Support - wealth of knowledge

• Supply Chain - vendor community

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Example: $200M+ Project, Two Contracts 1) Integrated Operations Center (IOC) 2) Train Control & SCADA Upgrade (TCSU)


Define the Problem: Rail Operation Challenges

• MARTA began combined bus and rail service in 1979.

• Many of our assets are “original”

• Last major system upgrade to software and hardware was prior to the 1996 Olympic Games.

• Wake-up call July 4th, 2009 - MARTA experiences multiple RSCC server

failures during one of the busiest days of the year (Peachtree Road Race, Fireworks, Braves Game and several other events); required immediate system wide support; invisible to the riding public.

• RSCC Stabilization Project initiated – life support services for the RSCC until MARTA could complete a multi-year project, Train Control & SCADA Upgrade (TCSU) Project, which was in the early stages.

• Despite these challenges Rail On-Time Performance ≈ 98%, a testament to a very talented staff.


Project: Designed to Optimize Our Operation

Flexibility, Growth and Regional Opportunities

• Rare opportunity to design and build an industry leading, combined Integrated Control Center (IOC) and Emergency Operations Center (EOC), housing Rail, Bus and Police control and communications staff.

• MARTA existing automatic train control system is nearly driverless technology; one of the most sophisticated systems in the US.

• Scalable design, open theatre, universal work stations, customizable display board, training center, and room for regional expansion & partners.

• This project is more about a successful business transformation than it is a technology upgrade!


Program

Project

Definition

Know Your End Game

Establish Scope & Expectations

Leadership &

Stakeholders Users/Owners = Sponsors/Drivers

High Performance Project team

The “A” Team – our best staff

Program

Management

Strategy and Roadmap

Team Structure and Leadership

Risk Management

Higher Quality Product

Change

Management

Beyond a Technology Upgrade

Transform the Agency and Inefficient Business Practices

Increase Accountability & Performance Monitoring

Better Customer Service

Workforce Development

Select the

Right Vendor

Right Partner

Right Solution

Sustainability & Support

Learn from

Peers

& Industry

Lessons Learned

Lots of Options

What to Expect?

Program Approach


Industry Participation (Vendors, Peers and Stakeholders)

MARTA

Intueor

BART

Toronto Transit

Montreal Metro

SEPTA

MBTA

WMATA

PAAC

NYCT

MARTA Staff Rail Operations

Rail Maintenance

Technology

Systems Engineering

Safety and Quality

Training

Union Leaders/Members

MATC

Denotes Program Team Members

Denotes Peer Agencies Visited and Providing Expert Advice

Denotes Potential Vendors Offering TCSU Solutions

Siemens

Alstom

US&S

Thales

GE ARINC


The “Classic V diagram” Project Life-Cycle

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Requirements:

• Commercial Off

the Shelf (COTS)

• Moderate Design

• Major Design

• Bleeding Edge

• Science Project

You

Are

Here


Train

Status

Data Points

Message

Records

Escalator & Elevator SCADA

Vital/Non-Vital Relays

Yard Tower Management

Train – Wayside Communication

Encroachment Detection System

Single Platform for Integrated Systems

Train Control & SCADA

System

Fire

Monitoring

System

Status Incident Report/

Service Req./

Work Order

ITS MARTA

Track Allocation System

MARTA Data Warehouse

Trapeze

AVIS

Auto/Ad Hoc

Audio-Visual

Announcements

AVIS

Server

$60M investment

$30M investment $55M investment

$38M investment

$185M investment

$100M+ investment


Train Control & SCADA Upgrade - Systems RFP - Business Process Re-Engineering (BPR) - Organizational Change Management (OCM)

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Business Side - The Non-Technical Stuff

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• Who does new technology impact?

• What is driving the change?

• What is the extent of the change?

• How do we change behaviors?

• Who should be trained at what level?

• What is the training content?

• How will effectiveness be measured?

• What are the delivery channels?

• How will the positions change

(type, number, skills, etc.)

• What capabilities are required?

• How will labor resources be re-

tasked? • Who are the stakeholders (internal & external)?

• How can we effectively communicate with stakeholders?

• How will the relationships with stakeholders be managed?

• What are the key themes & messages

to communicate?

• When should they be communicated?

• What are the appropriate channels of

communication?

Change

Management

Stakeholder

Management

Workforce

Planning

Communications

Management

Business Process

Re-engineering

Training

Organization

Readiness

• What processes will change?

• How will they change?

• Who is impacted?

• How will transition be executed?


SAMPLE

Organizational Change Management Scorecard


IOC Building Design (Renovation) Traditional Invitation For Bid (IFB)

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Unique Elements of the Project • Comprehensive “systems approach” with detailed industry,

stakeholder and user-driven requirements

• Highly focused on Organizational Change Management, Business Process Re-engineering and Training

• Multi-step and detailed procurement and negotiation methods aimed at reducing risk and cost perceived by proponents

• Built in 5 Yr. & 10 Yr. hardware and software refresh

• Single, Collaborative Project Office: MARTA, Consultants, and Vendor staff on property

• Multiple complex, large scale, system-wide projects simultaneously at a fully operational transit agency with virtually no impact to the Customer.


Worth the Price of Admission?

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“I don’t know about this

systems thing. Sounds

expensive!” “What value!

What a concept! Why

didn’t we think of that?

“I need to learn more about

Systems Engineering.”


Thank You

Documents

APTA Transit CEOs XChange€¦ · APTA Transit CEOs XChange February 11, 2013 David M. Springstead ... (EOC), housing Rail, Bus and Police control and communications staff