Transport for London

Case Study 1 - PYRAMID

(June 2006 to March 2010)

The PYRAMID team was established in January 2006 as one of the key mitigating actions to address TfL’s top 2 strategic risks associated with the delivery of the Investment Programme.  Its aim was to enhance the capability and ultimately the effectiveness of project and programme delivery of TfL’s Project and Programme Management cross-modal community.

We joined the PYRAMID team as learning and development partners. Our role was to deliver the Capability elements of the project at various stage in its lifecycle. 

Key activities involved:

  • Training needs analysis and specification of training and development requirements
  • Management of the procurement process to select specialist suppliers to provide project management training and development interventions
  • Input into the design strategy of interventions provided by suppliers and quality control of suppliers' materials
  • Evaluation of training and development interventions at all levels

PYRAMID is considered to be a highly successful programme.  One project alone was delivered four weeks early, £1.3M under budget and with a 12.5% increase in contract value and this was attributed to the impact of PYRAMID. In 2009, PYRAMID was awarded a National Training Award for the Greater London Region.

Case Study 2 - Project Firework, HR Services

(July 2010 to January 2011)

The aim of Project Firework was to implement SAP Employee Interaction Centre (EIC) as a replacement for HR Services' existing customer relationship management (CRM) system.

Our role was to lead on People Readiness. We conducted a full assessment across the 6Cs to establish what the people readiness plan should include, the risks to the success of the project and how best to close the readiness gaps.

We conducted an analysis of all Capability and Communication needs for staff in HR services and the wider HR community across TfL.  The report provided details on all training requirements - process, service and technology - for all staff affected by the change in system.

A key approach recommended within the report was to identify, develop and mobilise a cadre of Super Users in HR Services, selected for their subject matter expertise, service skills and development potential.  The aim of this was to offer the maximum degree of sustainability, self reliance and skills retention within HR Services' teams.

Following the approval of the recommendations, we designed and delivered a bespoke development programme to the identified Super Users. They, in turn, delivered the training we designed to their colleagues.  This approach was highly effective, as it increased the Commitment of the teams to making a successful transition to the new system.

We produced all the agreed deliverables on time and with a 25% saving on the forecasted budget. The new system was launched on time and with a seamless transition for the customer.

Transport for London - Learning Design and Delivery Manager

“Sound business knowledge, practical advice, on time delivery and value for money are just a few of the phrases that come to mind when considering the work that Debbie Bolton, Learning Consultant from Amici, has delivered for my department. The work produced by Debbie and her colleagues has been of an exceptionally high standard.”

Learning Design and Delivery Manager

Transport for London - Director of Group HR

“ I've been in and around the training industry for 18 years. I'm not easy to impress. In my experience there are very few who could achieve what you have over the last 2 months and none who would have done it so inspirationally. I'd work with you on any design and implementation project anywhere and hope we do again.”

Director of Group HR

About Amici Consulting

We are a business transformation consultancy. We believe in driving success through great leadership. We work with clients to create the conditions necessary to deliver measurable change.